a Brock University.
J Psychol. 2019;153(2):187-213. doi: 10.1080/00223980.2018.1508401. Epub 2019 Jan 7.
This study considers how employees' POC-defined as their beliefs that the organizational climate stifles change and values compliance with the status quo-reduce their trust in top management, as well as how this negative relationship might be buffered by access to two personal resources that support organizational change: openness to experience and affective commitment to change. Data from a sample of Pakistan-based organizations reveal that POC reduce trust in top management, but this effect is weaker at higher levels of openness to experience and affective commitment to change. These findings are significant in that they indicate that employees who operate in organizational climates marked by "yea-saying" can counter the difficulty of improving their job situation by drawing from adequate personal resources.
这项研究考虑了员工的 POC（个人组织契合度）如何降低他们对高层管理的信任，POC 被定义为他们认为组织氛围阻碍了变革，并且重视遵守现状。这种负向关系可能会被两种支持组织变革的个人资源所缓冲：开放性和对变革的情感承诺。来自巴基斯坦组织样本的数据显示，POC 会降低对高层管理的信任，但在开放性和对变革的情感承诺水平较高时，这种影响会减弱。这些发现意义重大，因为它们表明，在以“唯唯诺诺”为特征的组织氛围中工作的员工可以通过利用充足的个人资源来克服改善工作状况的困难。
