I__. - International Military Testing Association

Acceptance of Change
An Empirical Test of a Causal hlodel
Edith Lynne Goldberg
State University of New York, Albany
John P. Sheposh
Joyce Shettel-Neuber
Navy Personnel Research and Development Center, San Diego. CA
Abstract
This study examined the effect of climate in combination with other factors on
perceived value and acceptance of changes in three public sector (Department of
Defense) organizations that had adopted new approaches to managing human
resources. A conceptual model was proposed and tested to convey the interactive
nature of the set of factors selected as important to acceptance of the changes.
In general the hypothesized ,interrelationships were supported by the data. The
assessment of the specific changes during the period of implementation was
influenced by organizational contextual factors (CLIMATE). The assessment of the
specific changes, in turn, affected perceived consequences of the changes which
influenced the desire to retain the changes. This last factor, which could be
construed as intentionality, is considered an important underpinning or precursor
to the final stage of institutionalization. The combination of predictors in the
model accounted for 56% of the variance. Theoretical and applied issues were
discussed and future research suggested.
In response to need or opportunity, organizations put into place planned changes that alter
or replace existing procedures, products, processes, and/or policies. The implementation phase-
-what happens after a decision has been made to adopt the change--is a critical period in the
success of the change. The research that has been accumulated on implementation has reported
numerous failures (Bardach, !977; Schultz & Slevin, 1975), therefore, research which could !ead
to the identification, examination, and better understanding of factors important to the
successful implementation of organizational change is needed.
A wide range of factors could plausibly influence the implementation of a change in an
organization. Certain factors have been identified by most experts on the subject as playing a
significant role in the adoption and implementation of change (cf. Sheposh, Hulton, 22 Knudsen,
1983). One of the major factors that has been cited as influencing implementation and
institutionalization of change is the organizational climate of the adopting unit (Glaser, 19721.
In general, climate has been regarded as a perception of the organization by its employees which
is shaped by experiences within the organization. Climate is viewed as influencing the behavior
of organizational members, distinguishing one organization from another, and enduring 01.e:
time (Gordon & Cummins, 1979; James Sr Jones, 1979; Schneider & Snyder, 1975).
This paper reports on research which examined the effect of climate in combination u-irh
other factors on perceived value and acceptance of changes in three public sector (Departmecr
of Defense) organizations that had adopted new approaches to managing human resources. *2
conceptual model was proposed and tested to convey the interactive nature of the set of faciors
that were selected as important to acceptance of the changes. The model. the variable<
comprising the model, and the proposed causal linkages are presented in Figure 1.
The opinions expressed in this paper are those of the authors, are not ~t‘fic~a!. .y. p. :J ;j: .; ‘: :
necessarily reflect the vie\vs of the Navy Department.
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