Employee Commitment to Change: A Pilot Study
Nurfadillah Ahmad Mahmmud1*, Hazlinda Hassan1, Sarah Shaharudin1
1 School of Business Management, Universiti Utara Malaysia, Sintok, Malaysia
*Corresponding Author: nurfadillah_ahmad@oyagsb.uum.edu.my
Accepted: 15 October 2020 | Published: 15 November 2020
_________________________________________________________________________________________
Abstract: This paper aims to report the preliminary results of employees’ commitment towards organisational change in Technical and Vocational Education and Training (TVET) organisation in Malaysia. This pilot study is required in order to test the internal consistency and presents as guidance for researchers to conduct their actual study. The data collected was collected form 40 academic staffs in selected TVET institution analysed using the Statistical Package for Social Sciences (SPSS). The results demonstrated reliable Cronbach Alpha values for all the respective variables in the study. The findings also provided important feedback on the validity and reliability of the measurement in the questionnaire and encourage the researcher to investigate the current study with a larger sample.
Keywords: Commitment to change, work stressor, workplace telepressure, workplace FOMO _________________________________________________________________________
1. Introduction
Change has become an avoidable mechanism for many organisation in recent years, due to the increasing demand in business operations. Organisational change occur when new ideas are implemented, innovation and technology are developed, mergers, acquisitions or downsizing are executed (Abdullah, Mansor & Hamzah, 2013). Despite its importance, change is seen as a challenging process due to the diverse organisational culture, employee behaviour and leadership approach (Rijal, 2016; Smollan, 2013). Previous research also highlighted that the success of change in an organisation is highly reliant on the employees’
commitment level (Herold, Fedor, & Caldwell, 2007). Thus, employees’ commitment to change is, therefore, a possibly significant factor that facilitates organisational change initiatives.
In the Malaysian scenario, rapid development and transition have given a significant effect on higher education institutions as they need to be part of the transformation in order to become the higher education hub in the region (The Star, 2018). As a result, higher educational institutions in Malaysia have been sought to reach global ranking in many areas, including student enrolment, research publications, and institutional quality (Malaysia Education Blueprint 2015-2025). These performance measures have put greater pressure on the leadership of higher education and indirectly raised stress and challenges among academic staff members (Abdulrab, Zumrah, Almamari & Al-Thitah, 2017).
Another study by Smollan (2017) and Golparvar (2016) identified that organisations undergoing rapid changes over time may contribute to the emotional exhaustion of the organisational members and may result in destructive behaviours among employees because they may feel unmotivated, depress, unease, lack of focus, and lack of dedication and commitment. Such circumstances arise when they have to meet increased job demand,
namely taking excessive roles and workloads, performing ambiguous roles, and struggling with interpersonal conflict (Bakker & Demerouti, 2018).
Besides that, evolution in ICT communications in the workplace had resulted in a strong need to feel connected, which lead to workplace telepressure and workplace Fear of Missing Out (FOMO) among employees (Barber & Santuzzi, 2015; Mazmanian, Orlikowski, & Yates, 2013). Thus, the current study will attempt to provide insights in investigating workplace telepressure and workplace FoMo towards workplace behaviour especially on employee commitment to change. Employees who resist change may develop cynicism about organisational change. Cynicism is expected to influence employees’ perceptions as a high degree of employees’ cynicism can lead to a high degree of distrust in the process of organisational change (Selander & Henfridsson, 2012). This finding is supported by Bakari, Hunjra, Jaros and Khoso (2018), who mentioned that cynical employees are reluctant to adopt organisational changes and commit to change. Hence, this current paper intends to focus on job stressor, workplace telepressure, workplace Fear of Missing out (FOMO) and cynicism about organisational change in predicting employees' commitment to making changes.
2. Literature Review
The Concept of Commitment to Change
This concept was introduced in research conducted by Herscovitch and Meyer (2002) in their model of commitment to change, which emphasised that employees and their organisational commitment are the key influence in accomplishing a change. Commitment to change is defined as the attitude which “binds an individual” to execute certain actions to achieve organisational change (Herscovitch and Meyer, 2002). The model is based on organisational commitment model of Meyer and Allen’s (1991), and the commitment to change behaviour could be categorised into three-dimensional construct namely affective, continuance, and normative.
Malik and Garg (2017) suggested that modern organisations nowadays prefer the affective component as a useful value to promote among their employees due to never-ending changes in the workplace. According to Herscovitch and Meyer (2002), the affective commitment to change can be described as a person’s yearning to lend one’s support to change or be committed to achieving a target. It means that a worker who is affectively committed to change commonly feels “want to” change, rather than feels forced to change.
The continuance commitment to change is explained by the verb “have to” because one believes that there is a relative cost that may be caused by the failure to give effort and participate in a change (Herscovitch & Meyer, 2002). According to the previous literature, workers who are influenced by a high degree of continuance commitment to change commonly believe that it is very costly if they do not commit to a specific target or a course of action that has been happening in the organisation (Gelaidan, 2012; Meyer & Herscovitch, 2002). While normative factor, signified by the verb “ought to”, and is about feeling a sense of duty to partake in a change (Meyer & Herscovitch, 2002). In this context, employees feel accountable to give their support or commit to change process in the organisation. The willingness of the employees to commit to a change portrays their high level of loyalty towards the organisation.
The three-component of commitment to change model (Meyer & Herscovitch, 2002) has been broadly applied in previous studies (e.g: Bakari, Hunjra, Jaros, & Khoso, 2018; Zainun et al., 2018; MacDuff, 2017). However, despite its position, there are several issues regarding the dimensionality of change commitment (Jaros, 2010). The first issue is the similarities between affective and normative dimensions that demonstrate an overlap on the sense of duty and obligation concept (Meyer et al., 2002). Another issue is about the dimension of continuance commitment. Previous studies have demonstrated that continuance commitment measures showed negatively related or unrelated to desirable organisational outcomes such as job performance (Meyer et al., 2002; Parish et al., 2008). Such issues, taken together, had questioned the validity of commitment to change dimensions (Jaros, 2010).
In light to the issues discussed, a study by Hartline and Ferrell (1996) recommended the commitment to change study should be based on the change initiative as if it is specifically targeted at a particular workgroup or department then only targeted employees should be considered and the multi-dimensional result is not necessary. In consequence, some recent studies had characterised commitment to change as a unidimensional construct (Bakari et al., 2018; Zainun et al., 2018). Thus, the present study also implemented commitment to change as unidimensional as it focusing on the academic staff at TVET institution.
Job Stressor and Commitment to Change
According to Greenberg (2004), stress can be described as “the experienced of the discrepancy between the demands of the individual’s environment and capacities”. The work of Cartwright and Cooper (1997) have grouped job stressor into different categorical factors, namely job-based, individual-based and organisational-based. In these categories, six major stressors have been identified which include job characteristics, roles in the organisation, relationships at work, career growth, organisational structure, environment and home-work boundary.
Job stressor is not only known as harmful due to its destructive effects on employees’
physical health and psychological well-being but also negatively connected with organisational outcomes such as work satisfaction, work commitment, turnover and productivity (Foy, Dwyer, Nafarrete, Hammoud & Rockett, 2019; Kozuszsik, Rodriguez &
Peiro, 2012; Donald, Taylor, Johnson, Cooper, Cartwright & Robertson, 2005).
Previous studies reported that there is a negative link between work stress and organisational commitment (Pooja, De Clerq & Belausteguigoita, 2016; Gao, 2012). However, a recent study by Zainun et al. (2018) obtained conflicting results. The study revealed that work stress factors, namely role ambiguity, role overload, organisational constraints, and interpersonal conflict had a positive and significant influence on the commitment to change. Overall, these reviewed studies provide diverse findings on the relationship between work stressor and a commitment to change behaviour. Thus, this study will suggest further investigations on relevant job stressor which consist of role ambiguity, role overload and interpersonal conflict towards the commitment to change to be carried out in order to confirm earlier findings.
Workplace Telepressure and Commitment to Change
The need for organisational change is not new, but there are more dynamic demands for change today than in the past due to the rapid technological advancement. Today’s technological advancement has led staff members of organisations to rely heavily on message-based technologies when they communicate with one another about work-related information. According to Barber and Santuzzi (2015), workplace telepressure can be
described as an experience of employees in feeling anxious to immediately respond immediately work-related messages from customers, co-workers, and supervisors. People who suffer from telepressure may always give a quicker reply, faster decisions, and other beneficial outcomes in terms of response timing. The term telepressure has almost the same concept with techno-invasion which is one of the elements of technostress. Techno-invasion applies to individuals who believed that they can be reached any moment or on a continuous basis, which creates an indistinguishable boundary between work-related and personal contexts (Zainun et al., 2019).
Further research by Santuzzi and Barber (2018) found that work-related telepressure displayed a negative relationship with the well-being of employees, as it leads the employees to experience overtiredness and face a problem in getting enough sleep. The finding is supported by Wang and Low (2019) who revealed that Chinese employees in China and Hong Kong suffered from telepressure due to the emails, messages, and group notification from mobiles, laptops and tablets. In organisational outcome context, early study by Barber and Santuzzi (2015) found that workplace telepressure has a positive association with work engagement in their study. Conversely, Van Laethem et al., (2018) reported there is no direct relationship between workplace telepressure and employee engagement. Another study by Zainun et al., (2019) found there is a significant negative relationship between techno- invasion and commitment to change. Overall, previous studies provide inconsistent evidence of a relationship between workplace telepressure and organisational outcome. Therefore, in order to get greater insight, this study aims to investigate workplace telepressure and employees’ commitment to change behaviour.
Workplace Fear of Missing Out and Commitment to Change
Another factor which could play a part in organisational change processes nowadays is workplace fear of missing out (FOMO). In recent years, the latest developments in social media have led to an increasing interest among scholars in a phenomenon called the fear of missing out, also shortly known as FoMO (Liu & Ma, 2018). This concept was introduced in the year 2013 by Przybylski et al. in their renowned research. The research defines FOMO as
‘a desire to keep up with others’ to know about their activities, and that a person with FOMO believe that other people have more fascinating experiences when they are not around.
Evidence from recent research indicates that users with FOMO display problematic behaviours while using social media, for example, using the smartphone excessively (Elhai et al., 2016; Fuster et al., 2017), being addicted to social networking sites (Blackwell et al., 2017), and ineffective communication via the Internet (Wegmann et al., 2017). In recent research, a high level of FoMO is also found to have caused lower self-esteem, nervous tension, depression, and deterioration of physical and mental health (Baker et al., 2016;
Beyens et al., 2016; Elhai et al., 2016; Buglass et al., 2017; Oberst et al.,2017; Stead and Bibby, 2017; Wegmann et al., 2017).
Previous studies have also reported that FOMO is not only associated with the online phenomena. A recent study by Budnick, Rogers & Barber (2019) discovered that workplace fear of missing out also predicted work burnout, message checking behaviour and well-being at work. The workplace FoMO measure the fear of missing valuable career opportunities, focusing on the fear that professional relationships might suffer as a result of missed networking opportunities and the fear of being unaware of relevant social or task information in a group (Budnick et al., 2020). Hence, since workplace FOMO seems applicable to the
work context, more study should be conducted to investigate the effect of FOMO in the work-related behaviour.
Employee Organisational Change Cynicism and Commitment to change
Cynicism has been shown to bring negative effects on the employees’ attitudes and behaviours concerning organisational change initiatives. A possible explanation for this might be that cynical employees are less optimistic regarding the success of any change initiative and thus put fewer efforts in the process (Bakari, Hunjra, Jaros, & Khoso, 2018).
Previous research on emotional exhaustion by Johnson & O’Leary-Kelly (2003) and psychological strain by Chiaburu, Peng, Banks & Lomeli (2013) have shown that these variables are positively associated with organisational cynicism.
The previous study by Helvaci and Kiliçoglu, (2018) found there is a significant negative relationship between organisational change cynicism and commitment among school teachers in Turkey. Besides, another study by Bakari et al., (2018) has suggested cynicism towards organisational change is used as a moderator in investigating the effects of job stress on the commitment to change among healthcare providers in Pakistan. The result of the study has been proven that cynicism about change as a moderator in the relationship as more cynical people are less willing to commit to change (Bakari et al., 2017). This study would further expand current literature in an attempt to better understand the effects of organisational change cynicism in the Malaysian context.
Underpinning Theories
The theoretical framework of this study was developed based on the Social Exchange Theory (Blau, 1964) and the Job demand Resources Model (Bakker & Demerouti, 2006). This study supported previous literature that suggested employees’ commitment towards their organisation as a result of social exchange practises (Cook et al., 2013). This is because, social exchange theory is a series of experiences involving many different aspects which include interdependence, social contact and obligations (Blau, 1964). Moreover, Settoon et al., (1996) further explained that the employment relationship can be characterised by the exchange of resources which plays an important role in influencing employees’ work behaviour. Thus, by using the social exchange as a framework in this study, the relationship between variables discussed can be enlightened in the context of obligations which signifies employees’ commitment towards organisational change.
Besides that, the present study will attempt to extend the explanation of Social exchange theory by incorporating the job demand - resources (JDR) model. The JDR model suggests that job in the organisation can be characterised into two aspects: job demand and job resources (Demerouti et al., 2001). Job demand was recognised as the most common causes of job-related stress as it involves a consistent physical, social and psychological cost while job resources are related to the physical, social and psychological aspect that promote personal growth and minimise job demand (Demerouti et al., 2001). Several studies have employed the JDR model to employees’ stress related to organisational change (van Emmerik, Bakker & Euwema, 2009; Armenakis & Bedeian, 1999). Therefore, the present study considering factors such as role overload, role ambiguity, interpersonal conflict, workplace telepressure, workplace fear of missing out (FOMO) and cynicism about change in influencing employees’ commitment to change.
3. Methodology
Research Design
The present study is designed to investigate the potential existence relationship between the discussed variables. Thus, the study will apply a cross-sectional survey design which is a self- administered questionnaire to examine the hypothesis between each variable. This is because, the questionnaire is a common tool to collect data in quantitative research as the researcher can conduct data collection on the participants in a short period of time (Sekaran & Bougie, 2009). This study will analyse the data based on the sample participants from among the target population, academic staff members who will be recruited from selected TVET institution in Malaysia.
This current study uses a questionnaire that will consist of three (3) sections. In the first section, the items will ask about the respondent’s demographic profile, which will consist of gender, age, marital status, employment level, job term, and level of academic. The second section will cover employee commitment to change construct. The third section will focus on job stressor, which includes role overload, role ambiguity, interpersonal conflict, workplace telepressure, workplace FOMO and cynicism about organisational change. The questionnaire was designed based on the established scale in previous studies as per table 1.1 below.
Table 1.1: Adapted Research Instrument
No Variables Sources Number
of items 1 Commitment to Change Herscovitch & Meyer (2002) 18 2 Role Overload Osipow & Spokane, (1987) 10 3 Role Ambiguity Osipow & Spokane, (1987) 10 4 Interpersonal Conflict Spector & Jex (1997); Nixon,
Peterson, Thompson & Olson (2017)
7
5 Workplace Telepressure Barber and Santuzzi (2015) 6 6 Workplace FoMo Budnick, Rogers, and Barber (2019) 10 7 Cynicism about
organisational change
Wanous, Reichers, and Austin (2000)
8
All of the questionnaires were translated into Malay using a standard back-translation procedure. The questionnaires were translated from English to Malay by an independent translator, back-translated by another translator and revised by other translator and researcher to verify the accuracy of the translation. To be an efficient data collection tool, a questionnaire has to be properly designed, specifically when the response rate, as well as the reliability and validity of the data, is affected by the design of questionnaires (Saunders et al.
2009). There are many aspects to be considered in designing a questionnaire including the choice of words, the sequence of the questions and the appearance. Therefore, prior to starting the actual data collection, the questionnaire needs to be evaluated (Malhotra 2009;
Shukla 2008).
Pilot Testing
The aim of the pilot test is to ensure the adequacy of the questionnaire by assessing the time needed by a respondent to fill up the questionnaire, evaluating the appropriateness of the questionnaire with regard to the organisation of the item, the language and degree of difficulty, and identifying the issues that may arise when respondents react to the questionnaire (Malhotra 2009; Saunders et al. 2009). In addition, the pre-test is also conducted to collect appropriate information that can provide an initial understanding of the
validity and reliability of the measurement items and whether the proposed research questions can be answered. (Saunders et al. 2009).
Thus, two pilot tests were conducted involving two groups of people, the experts and the potential respondents in order to revise the questionnaire and validate the measurement items.
Figure 1.1 represents steps for the assessment of the questionnaire which was adapted from Bhattacherjee (2012).
Figure 1.1: Overview of the questionnaire design
For that purpose, the questionnaire was sent to a panel of four experts for review. The expert panel consists of two academicians that hold a PhD in management and two management practitioners. The experts were requested to review the questions based on the operational definition of each construct and gave their opinions, particularly on the relevancy and representativeness of the items as well as the clarity of the language. The pre-test respondents provided very helpful feedback and suggestion in terms of content validity of selection criteria used in the study, measurement and scaling, and flow of the questionnaire. The feedback for the questionnaire is as follow:
1) There is a suggestion to include other details in demographic profile such as position and information on polytechnic that respondents are currently attached in order to gain more demographic information. Thus, the suggestion has been accepted and the respondent may choose their current polytechnic based on zoning area.
2) Several experts suggested adding information on specific organisational changes in polytechnic context as guidance to respondents to answer the questionnaire as the study is focusing on employees’ commitment towards organisational change. Thus, the researcher decided to adopt the suggestion.
3) There are experts advised in using a 7-point scale in the questionnaire. The purpose of using 7-point scales for some questions was to ensure the scale variability and more appropriate to analyse data using Smart Pls. Therefore, all scales were converted from the 5-point scale to the 7-point scale.
Questionnaire Design
Pilot Testing with Expert
Questionnaire Redesign
Pilot Testing
Questionnaire Design
Items are adapted from previous studies
Initial measurement assessment - Cronbach alpha
4) The group of potential respondents mentioned that the questionnaire clearly and understandably and they can relate to the questions as most of the items are suitable in the context of academic staff at the polytechnic.
Based on the pilot testing with expert, the questionnaire was corrected and edited based on the feedback from the groups. Once the required amendments were made to the questionnaire, a second pilot test was conducted with potential respondents at selected polytechnic with a sample of 40 academic staffs, which involved a group of participants that have the exact qualities as the actual respondents. Thus, the data obtained from the pilot test was used to initially test the validity and reliability of the measurement items.
Preliminary Results
The pilot test data with potential respondents were analysed using the Statistical Package for Social Sciences (SPSS) program version 26.0. Descriptive statistics such as mean, standard deviation reliability will be analysed using the SPSS. The results of the reliability analysis are displayed in table 1.2. Reliability is defined as the internal consistency of measurements (Huck, 2004). Generally, reliability can be referred to as consistency of the scale in reflecting the construct which is based on the instrument’s accessibility, easy interpretation and understanding by the samples. In the pilot study, the reliability of the research instrument was assessed by computing the Cronbach’s alpha based on 40 respondents.
As shown in table 1.2, The Cronbach’s alpha values for commitment to change, role overload, role ambiguity, interpersonal conflict, workplace telepressure, workplace FOMO and cynicism about change for each item is statistically acceptable ranging from 0.782 to 0.934 as Cronbach’s Alpha is greater than 0.6 (Sekaran, 2006). Therefore, it can be concluded that all items were a reliable measurement of their respective constructs.
Table 1.2 Reliability Analysis
Measurement Cronbach’s alpha
Commitment to Change 0.877
Role Overload 0.712
Role ambiguity 0.812
Interpersonal Conflict 0.782
Workplace Telepressure 0.817
Fear of Missing Out 0.901
Cynicism about Change 0.934
Descriptive Analysis
Descriptive analyses for the level of employees’ commitment to change, job stressor, workplace telepressure, workplace FOMO and cynicism about organisational change is based on the levels of mean score range provided in Table 1.3 adopted from Ahmad and Amin (2012). The measurement scale used in this study is a 7 point Likert scale categorised into a 5- level mean score.
Table 1.3: Level of Mean Score Range
Range of Mean Score Level
1.00-2.19 Very Low
2.20-3.39 Low
3.40-4.59 Moderate
4.60-5.79 High
5.80-7.0 Very High
Table 1.3 shows the mean and standard deviation obtained for all the measurement in the present study. From the table, most of the academic staff experienced a high level of role ambiguity with the total mean score of 4.827 followed by workplace telepressure, 4.638 and role overload with a mean score of 4.623. The result showed a high level of work-related telepressure among academic staff as most respondents agreed that they would be able to focus on other tasks once they have responded to their messages. In addition, they also feel a strong need to respond immediately to others. The findings also showed commitment to change among academic staff are at a high level which is 4.610 (Ahmad and Amin, 2012). In comparison, workplace FOMO and cynicism about organisational change cynicism are at a moderate level. Besides that, it can be concluded that most of the academic staff have a low level of interpersonal conflict in the workplace, with a mean score of 3.348.
Table 1.4: Level of Mean Score and Standard Deviation
No Measurement Mean Std.
Deviation
1. Commitment to change 4.610 1.205
2. Role Overload 4.623 1.014
3. Role Ambiguity. 4.827 0.950
4. Interpersonal conflict 3.348 1.013
5. Workplace Telepressure 4.638 1.024
6. Workplace FOMO 4.553 1.119
7. Cynicism about Organisational Change 4.168 1.295
Conclusion
In conclusion, the preliminary findings demonstrated the significance of pilot-testing in questionnaire design using the actual respondents from the targeted population. Furthermore, this study showed stimulating outcomes that would be of interest to future related studies that have greatly contributed to the content validity of the instrument. The actual data collection is now in progress and it is expected that the final report will provide valuable and more insightful information on organisational change studies. Besides that, the limitation of this pilot study will provide better guidelines for future research. A larger and more representative research sample would allow the researcher to perform more comprehensive analysis of the data.
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