People in organizational change : using “the good, the badand the villain” analogy (evaluating the role of workers’perceived hupport in the hotel business industry)

• Autor(a) principal: R. Gomes, Daniel
• Data de Publicação: 2016
• Outros Autores: Ribeiro, N., Morais, João
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: http://hdl.handle.net/10400.26/47623
• topic: organizational change; people; hotel business industry; perceived support; organizational commitment

Managing Organizational Change programs is a relevant and enduring effort for managers and modern organizations. One of the main reasons why organizational change programs fail or succeed is due to the way human resources are managed. With effect, the way how people are dealt with in these programs raises several challenges due to the different roles people can play in programs designed to transform and to develop an organization. With effect, people can have a profound effect on the way how an organizational change program reaches its effectiveness, as this raises tremendous challenges for Human Resource Management professionals. This study main aim is to clarify the predictive nature of organizational change programs orientation in workers’ commitment to the organization, and also, to examine in particular, the role of perceived support in this relation. One hundred and fifty three workers of a Hotel Business Industry constitute the participants of this correlational study, proposing that organizational change programs orientation have predictive abilities over organizational commitment, and that perceived support plays a mediator role in this relation. Main results provided empirical basis for our proposed model of analysis, based on which we have interpreted the theoretical, empirical and practical consequences of our findings.