| dc.description.abstract | Collective organisational engagement concerns the common perception among
organisational members that members of the organisation are mentally, physically,
and emotionally invested in their work (Barrick, Thurgood, Smith & Courtright,
2015). This common perception of engagement has been identified as transferable
across organisational members, which can be seen as beneficial in certain settings,
such as change. In this fashion, we propose that collective organisational
engagement contributes to successful change, and more specifically positive
attitudes toward organisational change. We further suggest that this relationship is
moderated by a third variable, namely perceived motivational climate. To test these
assumptions, empirical data is collected from a highly ranked bank. The results
from the cross-lagged survey suggest a direct link between these variables, and
more thoroughly that a perceived mastery climate contributes positively and
strengthens the relationship between collective organisational engagement and
employees’ attitudes towards organisational change. Lastly, implications for
practice, limitations of study and directions for future research are discussed. | nb_NO |
