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Perceived values-congruence and employees' change beliefs

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  • Rahn, Oliver G.
  • Soutar, Geoffrey N.
  • Lee, Julie A.

Abstract

This study investigates the effects of employees' perceived values-congruence within an organisation affect employees' beliefs about organisational change. Specifically, we investigated the effects employees' perceived values-congruence with their organisation, supervisor and colleagues had on beliefs about an organisational change implementation and tested whether these relationships were mediated by employees' felt trust and perceptions of the quality of their organisations' communication, as suggested by the literature. Data from 251 respondents who had undergone an organisational change within the last 6 months were analysed. Support was found for the influence all three types of perceived values-congruence (i.e. congruence with their organisation, supervisor and colleagues) had on change-related beliefs and strong support was found for the mediation role played by trust and the quality of communication.

Suggested Citation

  • Rahn, Oliver G. & Soutar, Geoffrey N. & Lee, Julie A., 2023. "Perceived values-congruence and employees' change beliefs," Journal of Management & Organization, Cambridge University Press, vol. 29(6), pages 991-1009, November.
    • Handle: RePEc:cup:jomorg:v:29:y:2023:i:6:p:991-1009_2
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