Teori Tingkah Laku Berencana dan Tingkah Laku Menyokong Perubahan: Satu Sorotan
Keywords:
perubahan organisasi, tingkah laku menyokong perubahan, teori tingkah laku berencana, jangkaan manfaat, sokongan penyelia, efikasi kendiri berkenaan perubahan
Abstract
Sokongan pekerja semasa pelaksanaan perubahan organisasi adalah penting untuk memastikan perubahan tersebut mencapai kejayaan. Oleh itu, mengenal pasti faktor-faktor yang boleh memotivasikan individu untuk menyokong perubahan organisasi adalah penting. Kajian-kajian lepas telah mengesahkan faktor-faktor yang boleh memberi kesan terhadap tingkah laku individu menyokong perubahan. Walau bagaimanapun, hanya terdapat beberapa kajian sahaja yang telah mengenal pasti faktor-faktor yang berpotensi dalam bentuk kerangka kerja yang berasaskan teori khususnya menggunakan teori tingkah laku berencana. Oleh itu, kajian ini meneroka bagaimana faktor jangkaan manfaat dari perubahan, sokongan penyelia dan efikasi kendiri berkenaan perubahan menggalakkan tingkah laku individu menyokong perubahan. Seterusnya, sorotan yang dilakukan menawarkan beberapa proposisi berdasarkan literatur terkini untuk dibuat kajian empirikal yang lebih mendalam bagi mengenal pasti kesan faktor-faktor tersebut ke atas tingkah laku menyokong perubahan yang boleh dijadikan panduan dalam bidang akademik dan juga praktis.
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References
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Jimmieson, N. L., Peach, M., White, K. M. (2008). Utilizing the Theory of Planned Behavior to inform change management: An investigation of employee intentions to support organizational change. Journal of Applied Behavioural Science, 44: 237-262.
Jimmieson, N. L., D. J. Terry and V. J. Callan (2004). A Longitudinal Study of Employee Adaptation to Organizational Change: The Role of Change-Related Information and Change-Related Self-Efficacy. Journal of Occupational Health Psychology, 9(1), pp. 11–27.
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Neves, P. (2011). Building commitment to change: The role of perceived supervisor support and competence. European Journal of Work and Organizational Psychology, 20:4, 437-450,
Oreg, S., Vakola, M. & Armenakis, Ach.,(2011) Change recipients reactions to organizational change: A sixty-year review of quantitative studies , Journal of Applied Behavioural Science, 47(4): 461–524
Peach, M., Jimmieson, N. L., & White, K. M. (2005). Beliefs underlying employee readiness to support a building relocation: A theory of planned behavior perspective. Organization Development Journal, 23: 9-22.
Schyns, B. (2004). The Influence of Occupational self-efficacy on the Relationship of Leadership Behavior and Preparedness for Occupational Change. Journal of career Development 30(4), 247-261.
Shin, J., Taylor, S.M., & Seo, M., G. (2012). Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change. Academy of Management Journal, 55: 727–748.
Stone, T. H., Jawahar, I. M. & Kisamore, J. L. (2009). Using the theory of planned behavior and cheating justifications to predict academic misconduct. Career Development International, Vol. 14 Iss 3 pp. 221 – 241.
Terry, D. J., & Hogg, M. A., & White, K. M. (1999). The theory of planned behavior: Self-Identity, social identity and group norms. British Journal of Social Psychology, 38, 225-244.
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Vakola, M. (2016). The reasons behind change recipients’ behavioral reactions: A longitudinal investigation. Journal of Managerial Psychology, Vol. 31 Iss 1 pp. 202 – 215.
Van Yperen, N.W. & Hagedoorn, M. (2003). Do High Job Demands Increase Intrinsic Motivation or Fatigue or Both? The Role of Job Control and Job Social Support. Academy of Management Journal, Vol. 46, No. 3, Pp. 339–348.
Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to change in a reorganizing workplace. Journal of Applied Psychology, 85: 132-142.
Warmerdam, A., Lewis, L. & Banks, T. (2015). Gen Y recruitment. Education + Training, 57(5), 560 – 574.
Ajzen, I. (2002). Perceived behavioral control, self-efficacy, locus of control and the Theory of Planned Behavior. Journal of Applied Social Psychology, 32(4), 665-683.
Al-Eisa, A. S., Furayyan, M. A. & Alhemoud, A. A. (2009). An empirical examination of the effects of self-efficacy, supervisor support and motivation to learn on transfer intention. Management Decision, Vol. 47 Iss 8 pp. 1221 – 1244.
Amiot, C., Terry, D., Jimmieson, N., & Callan, V. (2006). A longitudinal investigation of coping processes during a merger: Implications for job satisfaction and organizational identification. Journal of Management, 32: 552-574.
Ang, M., C. H., Ramayah, T. & Amin, H. (2015). A theory of planned behavior perspective on hiring Malaysians with disabilities. Equality, Diversity and Inclusion: An International Journal, Vol. 34 Iss 3 pp. 186 – 200.
Armitage, C. J., & Conner, M. (1999). The theory of planned behavior: Assessment of predictive validity and perceived control. British Journal of Social Psychology,38, 35-54.
Armitage, C. J., & Conner, M. (2001). Efficacy of the Theory of Planned Behavior: A meta-analytic review. British Journal of Social Psychology, 40: 471-499.
Ashford, S. J. (1988). Individual strategies for coping with stress during organizational transitions. Journal of Applied Behavioral Science, 24: 19-36.
Baker, E. W., Al-Gahtani, S. S. & Hubona, G. S. (2007). The effects of gender and age on new technology implementation in a developing country. Information Technology & People, Vol. 20 Iss 4 pp. 352 – 375.
Bakker, A.B., Demerouti, E. & Verbeke, W. (2004). Using the job demands-resources model to predict burnout and performance. Human Resource Management, Vol. 43 No. 1, pp. 83-104.
Bandura, A. (1986). Social Foundations of Thought And Action: A Social Cognitive Theory. Englewood Cliffs, N.J: Prentice-Hall.
Bandura, A. (2000). Exercise of human agency through collective efficacy. Curr. Dir. Psychol. Sci. 9:75–78.
Baraldi, S., Kalyal, H.J. , Berntson, E. , Näswall, K. & Sverke, M. (2010). The Importance of Commitment to Change in Public Reform: An Example from Pakistan, Journal of Change Management, 10:4: 347-368.
Beer, M. & Nohria N. (2000). Cracking the Code of Change. Harvard Business Review, 78(3): 133–141.
Boiral, O. (2003). ISO 9000: Outside the iron cage. Organization Science: A Journal of the Institute of Management Sciences, 14(6): 720-737.
Bouckenooghe, D. & Devos, G. (2007). Psychological climate as a crucial catalyst of readiness for change: A dominance analysis. Vlerick Leuven Gent Working Paper Series 2007/27 Retrieved from http://wps-feb.ugent.be/Papers/wp_07_483.pdf.
Burke, W. W. (2010). Organization change: Theory and practice. Thousand Oaks: Sage Publications.
Choi, J. N. & Price, R. H. (2005). The effect of person-innovation fit on individual responses to innovation,78, 83-96.
Chou, P. (2014). Transformational leadership and employee’s behavioral support for organizational change. Management and Administrative Sciences Review, Volume: 3, Issue: 6: 825-838.
Chou, P. (2015). Transformational leadership and employee’s behavioral support for organizational change. European Journal of Business and Management ,Vol.7, No.3: 110-122.
Chung, G. H., Du, J. & Choi, J.N. (2014). How do employees adapt to organizational change driven by cross-border M&As? A case in China. Journal of World Business, 49: 78–86.
Conner, M., & Armitage, C. J. (1998). Extending the theory of planned behavior: A review and avenues for further research. Journal of Applied Social Psychology,38, 195-222.
Dawkins, C. E., & Frass, J. W. (2005). Decision of union workers to participate in employee involvement: An application of the Theory of Planned Behaviour. Employee Relations, 27: 511-531.
Elias, S.M. & Mittal, R. (2011). The importance of supervisor support for a change initiative. International Journal of Organizational Analysis, Vol. 19 Iss 4 pp. 305 - 316
Fuchs, S. (2011). The impact of manager and top management identification on the relationship between perceived organizational justice and change-oriented behaviour. Leadership & Organization Development Journal, Vol. 32 Iss 6: 555– 583.
Fuchs, S. & Prouska, R. (2014). Creating positive employee change evaluation: the role of different levels of organizational support and change participation. Journal of Change Management, 14 (3). pp. 361-383.
Fugate, M. (2012). The impact of leadership, management, and HRM on employee reactions to organizational change. Research in Personnel and Human Resources Management, vol. 31: 177–208
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50: 327–347.
Harigopal, K. (2006). Management Of Organizational Change: Leveraging Transformation (2nd ed.). New Delhi: Response Books.
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87: 474–487.
Iverson, R. (1996). Employee acceptance of organizational change: The role of organizational commitment. International Journal of Human Resource Management, 7: 122-149.
Jimmieson, N. L. & White, K. M. (2011). Predicting employee intentions to support organizational change : an examination of identification processes during a re-brand. British Journal of Social Psychology, 50(2): 331-341.
Jimmieson, N. L., Peach, M., White, K. M. (2008). Utilizing the Theory of Planned Behavior to inform change management: An investigation of employee intentions to support organizational change. Journal of Applied Behavioural Science, 44: 237-262.
Jimmieson, N. L., D. J. Terry and V. J. Callan (2004). A Longitudinal Study of Employee Adaptation to Organizational Change: The Role of Change-Related Information and Change-Related Self-Efficacy. Journal of Occupational Health Psychology, 9(1), pp. 11–27.
Judge, W.Q. and Douglas, T. (2009). Organizational change capacity: the systematic development of a scale. Journal of Organizational Change Capacity, Vol. 22, No. 6, pp. 635-649.
Kim, T.G., Hornung, S. and Rousseau, D.M. (2011) Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time. Journal of Management, 37: 1664-1693.
Kovoor‐Misra, S. & Smith, M. A. (2011). Artifacts, identification and support for change after an acquisition. Leadership & Organization Development Journal, Vol. 32 Iss: 6: 584 – 604.
Lamm, E., & Gordon, J. R. (2010). Empowerment, Predisposition to Resist Change, and Support for Organizational Change. Journal of Leadership & Organizational Studies, 17(4): 426-437.
Mangundjaya, W. L. H. (2015). People or trust in building commitment to change? The Journal of Developing Areas, Vol. 49, No. 5, pp. 67-78.
McCarthy, A., Darcy, C., & Grady, G. (2010). Work-life balance policy and practice: Understanding line manager attitudes and behaviours. Human Resource Management Review, 20: 158-167.
Neves, P. (2011). Building commitment to change: The role of perceived supervisor support and competence. European Journal of Work and Organizational Psychology, 20:4, 437-450,
Oreg, S., Vakola, M. & Armenakis, Ach.,(2011) Change recipients reactions to organizational change: A sixty-year review of quantitative studies , Journal of Applied Behavioural Science, 47(4): 461–524
Peach, M., Jimmieson, N. L., & White, K. M. (2005). Beliefs underlying employee readiness to support a building relocation: A theory of planned behavior perspective. Organization Development Journal, 23: 9-22.
Schyns, B. (2004). The Influence of Occupational self-efficacy on the Relationship of Leadership Behavior and Preparedness for Occupational Change. Journal of career Development 30(4), 247-261.
Shin, J., Taylor, S.M., & Seo, M., G. (2012). Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change. Academy of Management Journal, 55: 727–748.
Stone, T. H., Jawahar, I. M. & Kisamore, J. L. (2009). Using the theory of planned behavior and cheating justifications to predict academic misconduct. Career Development International, Vol. 14 Iss 3 pp. 221 – 241.
Terry, D. J., & Hogg, M. A., & White, K. M. (1999). The theory of planned behavior: Self-Identity, social identity and group norms. British Journal of Social Psychology, 38, 225-244.
Vakola, M. (2014). What's in there for me? Individual readiness to change and the perceived impact of organizational change. Leadership & Organization Development Journal, 35(3), pp. 195-209.
Vakola, M. (2016). The reasons behind change recipients’ behavioral reactions: A longitudinal investigation. Journal of Managerial Psychology, Vol. 31 Iss 1 pp. 202 – 215.
Van Yperen, N.W. & Hagedoorn, M. (2003). Do High Job Demands Increase Intrinsic Motivation or Fatigue or Both? The Role of Job Control and Job Social Support. Academy of Management Journal, Vol. 46, No. 3, Pp. 339–348.
Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to change in a reorganizing workplace. Journal of Applied Psychology, 85: 132-142.
Warmerdam, A., Lewis, L. & Banks, T. (2015). Gen Y recruitment. Education + Training, 57(5), 560 – 574.
Published
2016-11-24
How to Cite
Wan Mahmood, W. B., Idris, K., Abu Samah, B. and Omar, Z. (2016) “Teori Tingkah Laku Berencana dan Tingkah Laku Menyokong Perubahan: Satu Sorotan”, Malaysian Journal of Social Sciences and Humanities (MJSSH), 1(4), pp. 27 - 36. doi: 10.47405/mjssh.v1i4.28.
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