Fairness matters for change: A multilevel study on organizational change fairness, proactive motivation, and change-oriented OCB
The success of organizational change often hinges on the perception of fairness within a change unit. This group-level organizational change fairness is crucial for enhancing proactive motivation states and fostering positive change-oriented organizational citizenship behavior (OCB). Rooted in the p...
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| Veröffentlicht in: | PloS one 2024-10, Vol.19 (10), p.e0312886 |
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| creator | Ling, Bin Yao, Qu Liu, Yutong Chen, Dusheng |
| description | The success of organizational change often hinges on the perception of fairness within a change unit. This group-level organizational change fairness is crucial for enhancing proactive motivation states and fostering positive change-oriented organizational citizenship behavior (OCB). Rooted in the proactive motivation model, this study establishes a comprehensive multilevel framework to investigate the influence of group-level organizational change fairness on employees' change-oriented OCB. It explores the mediating role of three proactive motivational states and the moderating impact of perceived change impact. Analyzing data collected from 597 employees within 107 teams across 43 Chinese companies, our findings indicate that group-level perceived organizational change fairness significantly predicts employees' change-oriented OCB through organizational change self-efficacy, involvement, and positive emotional experiences. Furthermore, the study reveals that group-level perceived change impact moderates the relationship between group-level fairness perception and both change self-efficacy and positive emotional experiences, with stronger associations observed under conditions of low perceived change impact. These insights notably advance our understanding of the cross-level determinants influencing change-oriented OCB through perceived fairness and proactive motivation. Managers should focus on developing fairness perceptions to stimulate OCB by fostering employees' proactive motivation states, particularly during low-impact organizational changes. Our findings provide valuable implications for organizational change management practices. |
| doi_str_mv | 10.1371/journal.pone.0312886 |
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This group-level organizational change fairness is crucial for enhancing proactive motivation states and fostering positive change-oriented organizational citizenship behavior (OCB). Rooted in the proactive motivation model, this study establishes a comprehensive multilevel framework to investigate the influence of group-level organizational change fairness on employees' change-oriented OCB. It explores the mediating role of three proactive motivational states and the moderating impact of perceived change impact. Analyzing data collected from 597 employees within 107 teams across 43 Chinese companies, our findings indicate that group-level perceived organizational change fairness significantly predicts employees' change-oriented OCB through organizational change self-efficacy, involvement, and positive emotional experiences. Furthermore, the study reveals that group-level perceived change impact moderates the relationship between group-level fairness perception and both change self-efficacy and positive emotional experiences, with stronger associations observed under conditions of low perceived change impact. These insights notably advance our understanding of the cross-level determinants influencing change-oriented OCB through perceived fairness and proactive motivation. Managers should focus on developing fairness perceptions to stimulate OCB by fostering employees' proactive motivation states, particularly during low-impact organizational changes. Our findings provide valuable implications for organizational change management practices.</description><identifier>ISSN: 1932-6203</identifier><identifier>EISSN: 1932-6203</identifier><identifier>DOI: 10.1371/journal.pone.0312886</identifier><identifier>PMID: 39480783</identifier><language>eng</language><publisher>United States: Public Library of Science</publisher><subject>Adult ; Analysis ; Behavior ; Biology and Life Sciences ; China ; Citizenship ; Effectiveness ; Emotions ; Employee attitude ; Employee involvement ; Employee motivation ; Evaluation ; Fairness ; Female ; Humans ; Impact analysis ; Influence ; Male ; Middle Aged ; Motivation ; Organizational aspects ; Organizational behavior ; Organizational change ; Organizational Culture ; Organizational Innovation ; Perception ; Perceptions ; Physical Sciences ; Procedural justice ; Research and Analysis Methods ; Self Efficacy ; Social Sciences ; Surveys and Questionnaires ; Work environment</subject><ispartof>PloS one, 2024-10, Vol.19 (10), p.e0312886</ispartof><rights>Copyright: © 2024 Ling et al. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.</rights><rights>COPYRIGHT 2024 Public Library of Science</rights><rights>2024 Ling et al. This is an open access article distributed under the terms of the Creative Commons Attribution License: http://creativecommons.org/licenses/by/4.0/ (the “License”), which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited. Notwithstanding the ProQuest Terms and Conditions, you may use this content in accordance with the terms of the License.</rights><rights>2024 Ling et al 2024 Ling et al</rights><rights>2024 Ling et al. 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This group-level organizational change fairness is crucial for enhancing proactive motivation states and fostering positive change-oriented organizational citizenship behavior (OCB). Rooted in the proactive motivation model, this study establishes a comprehensive multilevel framework to investigate the influence of group-level organizational change fairness on employees' change-oriented OCB. It explores the mediating role of three proactive motivational states and the moderating impact of perceived change impact. Analyzing data collected from 597 employees within 107 teams across 43 Chinese companies, our findings indicate that group-level perceived organizational change fairness significantly predicts employees' change-oriented OCB through organizational change self-efficacy, involvement, and positive emotional experiences. Furthermore, the study reveals that group-level perceived change impact moderates the relationship between group-level fairness perception and both change self-efficacy and positive emotional experiences, with stronger associations observed under conditions of low perceived change impact. These insights notably advance our understanding of the cross-level determinants influencing change-oriented OCB through perceived fairness and proactive motivation. Managers should focus on developing fairness perceptions to stimulate OCB by fostering employees' proactive motivation states, particularly during low-impact organizational changes. 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| subjects | Adult Analysis Behavior Biology and Life Sciences China Citizenship Effectiveness Emotions Employee attitude Employee involvement Employee motivation Evaluation Fairness Female Humans Impact analysis Influence Male Middle Aged Motivation Organizational aspects Organizational behavior Organizational change Organizational Culture Organizational Innovation Perception Perceptions Physical Sciences Procedural justice Research and Analysis Methods Self Efficacy Social Sciences Surveys and Questionnaires Work environment |
| title | Fairness matters for change: A multilevel study on organizational change fairness, proactive motivation, and change-oriented OCB |
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