Organizational Commitment after a Rapid and Pervasive Organizational Change Process: Results of a Pilot Study

Abstract

In today's competitive environment, effective management of organizational change requires a comprehensive understanding of the concepts and processes of change management and the associated drivers behind them. This article presents the results and analysis of the levels of organizational commitment of social workers after a rapid and pervasive organizational change process and includes an analysis of differences in responses by participants who had experienced the organization change process versus those who had not experienced the organizational change. In addition, in-person interviews were conducted with six social workers who had been part of a change process. The results indicated that there was a significant positive correlation between normative and affective commitment, while there was no significant correlation between affective and continuance commitment. The findings also indicated that older employees were significantly more committed to the former than to the current organization.