The relationships among commitment to change, coping with change, and turnover intentions

Recent research has adopted a micro, people-oriented focus to the study of organizational change, where the focus is on individual employee behaviours, attitudes, and cognitions. The purpose of this study is to integrate and expand this research by examining the relationship among commitment to change, coping with change, and turnover intentions. Data were collected from 299 employees of 10 organizations undergoing significant organizational change. Results from structural equation modelling indicate that (a) the relationship between affective commitment to change and turnover intentions was fully mediated by coping with change, (b) the relationship between continuance commitment to change and turnover intentions was only partially mediated by coping with change, and (c) normative commitment to change had a direct impact on turnover intentions. Results are discussed in terms of implications for managing organizational change.