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Employee Commitment to Organizational - A Matter of Empowerment?

Gustafsson, Malin LU (2012) SKOM12 20121
Department of Strategic Communication
Abstract (Swedish)
Uppsatsen undersöker om den upplevda nivån av psykologisk egenmakt på arbetet kan påverka anställdas inställning till en organisations-förändring som har förlitat sig på toppstyrd kommunikation. Studien utförs mot en bakgrund av flera olika faktorer från tidigare forskning kring förändring. Resultaten gav inget belägg för en koppling mellan psykologisk egenmakt och engagemang i förändringen. Dock antyder studien att en hög nivå av upplevd psykologisk egenmakt i de anställdas jobb, samt en till synes hälsosam kommunikation med kollegor och chef, kan stärka engagemanget för en organisationsförändring. Dessa element antas gottgöra för de negativa konsekvenser som toppstyrd kommunikation, brist på involvering och framtvingad förändring kan... (More)
Uppsatsen undersöker om den upplevda nivån av psykologisk egenmakt på arbetet kan påverka anställdas inställning till en organisations-förändring som har förlitat sig på toppstyrd kommunikation. Studien utförs mot en bakgrund av flera olika faktorer från tidigare forskning kring förändring. Resultaten gav inget belägg för en koppling mellan psykologisk egenmakt och engagemang i förändringen. Dock antyder studien att en hög nivå av upplevd psykologisk egenmakt i de anställdas jobb, samt en till synes hälsosam kommunikation med kollegor och chef, kan stärka engagemanget för en organisationsförändring. Dessa element antas gottgöra för de negativa konsekvenser som toppstyrd kommunikation, brist på involvering och framtvingad förändring kan föra med sig. Slutsatsen är att toppstyrd kommunikation inte nödvändigtvis behöver utgöra ett problem om andra faktorer under förändringsprocessen är av hälsosam karaktär. (Less)
Abstract
This thesis explores if the perceived level of psychological job empowerment for employees exposed to top-down communication during an organizational change, impact on the perceived level of behavioral support for the change. This is done against the backdrop of several constructs from previous research on organizational change.

The results gave no indication of an association between the level of perceived empowerment and behavioral support for the change. However, the study suggests that a high level of perceived empowerment, in combination with a seemingly healthy communication with colleagues and manager, can create a strong support for a change and presumably make up for the negative impact that top-down communication, lack of... (More)
This thesis explores if the perceived level of psychological job empowerment for employees exposed to top-down communication during an organizational change, impact on the perceived level of behavioral support for the change. This is done against the backdrop of several constructs from previous research on organizational change.

The results gave no indication of an association between the level of perceived empowerment and behavioral support for the change. However, the study suggests that a high level of perceived empowerment, in combination with a seemingly healthy communication with colleagues and manager, can create a strong support for a change and presumably make up for the negative impact that top-down communication, lack of participation and forcing change is maintained to have on employees attitudes to organizational change. The conclusion is that top-down communication does not necessarily have to pose a problem if other factors during an organizational change are healthy. (Less)
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author
Gustafsson, Malin LU
supervisor
organization
course
SKOM12 20121
year
type
H2 - Master's Degree (Two Years)
subject
keywords
Organizational change, Organization, Behaviors, Strategic communication, Psychological empowerment
language
English
id
2760580
date added to LUP
2012-08-29 10:53:23
date last changed
2014-09-04 08:36:18
@misc{2760580,
  abstract     = {This thesis explores if the perceived level of psychological job empowerment for employees exposed to top-down communication during an organizational change, impact on the perceived level of behavioral support for the change. This is done against the backdrop of several constructs from previous research on organizational change.

The results gave no indication of an association between the level of perceived empowerment and behavioral support for the change. However, the study suggests that a high level of perceived empowerment, in combination with a seemingly healthy communication with colleagues and manager, can create a strong support for a change and presumably make up for the negative impact that top-down communication, lack of participation and forcing change is maintained to have on employees attitudes to organizational change. The conclusion is that top-down communication does not necessarily have to pose a problem if other factors during an organizational change are healthy.},
  author       = {Gustafsson, Malin},
  keyword      = {Organizational change,Organization,Behaviors,Strategic communication,Psychological empowerment},
  language     = {eng},
  note         = {Student Paper},
  title        = {Employee Commitment to Organizational - A Matter of Empowerment?},
  year         = {2012},
}