Committing to organizational change: A conscious or unconcious occurrence?
About this event
- Date and time
- Feb 19, 2020 16:00 - 17:30
- Ravelijn 4231
Organizations need to implement change to remain future proof. Employee commitment is considered important to achieve this. This experimental research tested the assumption that eliciting commitment to change amongst teachers occurs in a conscious manner. The between subjects design, focused on the extent commitment to change of primary school teachers is influenced by the priming effect of anchoring, when controlling for the habit of using the change. Commitment to two educational changes were analyzed by considering affective, normative and continuance commitment. Two teacher groups were primed in a survey with a low or high anchor. The control group was not primed. Furthermore, the influence of individual factors (job satisfaction, work experience, gender) on the anchoring effect was investigated (solely low and high anchor group). Quantitative results were analyzed using ANOVAs, MANCOVAs and two-way MANOVAs. Despite hypothesized, the anchoring effect did not occur while controlling for habit: no differences in commitment to change were found between the three conditions. When solely comparing the low and high anchor condition, anchoring occurred for males on normative commitment to one educational change. No other individual differences influenced the anchored commitment to change. It is suggested that similar research is replicated in the future and that the assumption underlying this study, that an anchor value automatically and unconsciously influences someone’s way of thinking, is tested. This study contributes to organizational, psychological and educational science, by making a first step to close the knowledge gap on the influence of the anchoring effect on commitment to change.
Keywords: anchoring, commitment to change, priming, three-component model, organizational change.
dr. Mireille Hubers
Stijn de Laat Msc.