The Study of the Antecedents and Outcomes of Attitude toward Organizational Change

Abstract

This study sampled volunteer non-commissioned officers of R.O.C. Air Force Headquarters and used their views to examine whether or not employees' job satisfaction and organizational commitment will affect their attitude toward organizational change and further influence their organizational citizenship behavior (OCB) during the implementation of “Streamlining Program of Armed Forces.” This study adopted the questionnaire survey method and random sampling of volunteer officers in the R.O.C. Air Force Headquarters. Effective samples totaled 345, and structural equation modeling was used to test the research hypotheses. Empirical findings showed that 1) Organizational commitment had the highest direct effect on attitude toward organizational change, followed by job satisfaction; 2) Attitude toward organizational change had the highest direct effect on OCB, followed by job satisfaction; 3) Organizational commitment did not have a significant direct effect on OCB, but a significant indirect effect could be reached thorough the support of attitude toward organizational change; and 4) Attitude toward organizational change had the highest total effect on OCB, followed by job satisfaction. According to the research framework and empirical results, several managerial implications and suggestions for future studies were subsequently proposed.