Organizational commitment and job satisfaction as predictors of attitudes toward organizational change in a non-western setting

    Research output: Contribution to journalArticlepeer-review

    73 Citations (Scopus)

    Abstract

    This study investigates the role of various dimensions of organizational commitment and job satisfaction in predicting various attitudes toward organizational change in a non-western work setting. The study uses a sample of 474 employees in 30 organizations in the United Arab Emirates. Path analysis results reveal that employees' affective and behavioral tendency attitudes toward organizational change increase with the increase in affective commitment, and that continuance commitment (low perceived alternatives) directly and negatively influences cognitive attitudes toward change. Results further show that affective commitment mediates the influences of satisfaction with working conditions, pay, supervision and security on both affective and behavioral tendency attitudes toward change. Continuance commitment (low perceived alternatives) mediates the influences of satisfaction with pay on cognitive attitudes toward change. Satisfaction with various facets of the job directly and positively influences different dimensions of organizational commitment. Implications, limitations and lines of future research are discussed.

    Original languageEnglish
    Pages (from-to)567-592
    Number of pages26
    JournalPersonnel Review
    Volume29
    Issue number5
    DOIs
    Publication statusPublished - 2000

    Keywords

    • Commitment
    • Job satisfaction
    • Multi-cultural society
    • Organizational change
    • United Arab Emirates

    ASJC Scopus subject areas

    • Applied Psychology
    • Organizational Behavior and Human Resource Management

    Fingerprint

    Dive into the research topics of 'Organizational commitment and job satisfaction as predictors of attitudes toward organizational change in a non-western setting'. Together they form a unique fingerprint.

    Cite this