commitment to change

The aim of this study was to determine the effect between "transformational leadership" and "tendency to change" through the mediating role of "commitment to change" staff of the Islamic Azad University, Shahrekord Branch, with a descriptive correlational method. The statistical population of the study was 390 employees of Shahrekord Islamic Azad University, of which 138 people were selected using Tapakhnik and Fidel formula and random sampling method to participate in the research. Three questionnaires were "Transformational Leadership of Bass and Allio 1995," "Tendency to Change Dunham et al. 1989" and "Commitment to Change Herskovich and Meyer 2002" to measure variables. Formal process by a number of respondents and narrative Content was approved by a number of experts. The reliability of the questionnaire was estimated to be 0.84 using the Cronbach's alpha coefficient for the "transformational leadership" questionnaire, 0.77 for "change orientation" and 0.76 for "commitment to change". Descriptive and inferential statistics (Pearson correlation coefficient tests, structural equation model test, multiple regression, etc.) were used to analyze the data. The results showed that there is a significant and positive relationship between the tendency to change and change and leadership (r = 0.298) and there is a significant and positive relationship between the tendency to change and commitment to change (r = 0.167). There is also a significant and positive relationship between transformational leadership and commitment to change (r = 0.246)

The aim of this study was to investigate the effect of knowledge management on commitment to change through the quality of communication perceived from change and readiness for change. The present study was applied in terms of purpose and in terms of how to collect descriptive information of the correlation type. The statistical population of the present study consisted of all 1000 employees of the Islamic Azad University of Isfahan (Khorasgan) who were selected through Cochran's sampling formula. For example, 287 people were selected through a class sampling method appropriate to the volume. 2003 (Standard Questionnaire Commitment to Changing Fedor et al. (2009), Standard Communication Questionnaire Understanding Changing Miller and Mang (1985), and Standard Standard Questionnaire on Challenging et al. (2007). Content validity was analyzed using expert opinion based on the views of a number of statistical and structural communities using factor analysis and after the necessary terminology, validity was confirmed. The sequence of knowledge management (0.93) and commitment commitment to change (0.81) and the perceived communication from change (0.85) and readiness readiness questionnaire (0.92) were estimated, respectively. Data were used at the inferential level to model structural equations Given that knowledge management has a positive and significant effect on the commitment to change through readiness to change, the coefficient of this effect is 0.55, but through the quality of the relationship on commitment to change does not have a significant effect on direct commitment to change has a positive and significant effect. The coefficient of this effect is 0.66.

The purpose of this study was to investigate the effect of quantum leadership on changes in quality through perceived communication quality and changeability. The present research was applied in terms of purpose and in terms of collecting descriptive information of correlation type. The statistical population of this study was all of the staff employed in the Islamic Azad University of Sefahan in Sefahan to be 1,000. Using the Cochran sampling formula, 287 individuals were selected through simple random sampling method. The research tool was Shleton Quantum Leadership Standards Questionnaire (2003) and questionnaire. The standard of commitment to change was Fedour et al. (2009) and perceived standard communication questionnaire of change proposed by Miller and Mang (1985) and the Readiness Change Standard questionnaire provided by Holt et al. (2007). On the other hand, Cronbach's alpha method was used to quantify the quantum leadership questionnaire (93/0) and The Change Commitment Questionnaire (0.81) and Perceived Communication from Change (0.85) and Readiness for Change (0.92) questionnaire were estimated. Data analysis was carried out at the inferential level including structural equation modeling. The results of the research showed that quantum leadership through its readiness for change has a positive and significant impact on the commitment to change, which has a coefficient of 0.39, but does not have a significant effect through the quality of the relationship on commitment to change. Also, the direct impact on the commitment to change is also Not meaningful.

The purpose of this study is investigation of mediator role organizational commitment in relationship between organizational justice and commitment to change in Salas babajani teachers. Method of study is correlational. the study population included all primary school teachers (310 persons) of Salas babajany. From among this population, 180 teacher were selected as sample based morgan table and using cluster sampling method. The used tools were Allen and Mayer organizational commitment Questionnaire, Barati et al commitment to change Questionnaire, Nihof and Morman organizational justice Questionnaire. Data analysis was performed Descriptive statistics (mean and standard deviation) and inferential statistics (Pearson correlation coefficient and kolmogrove smirnov) in SPSS software and LISREL software. The analysis results showed that organizational justice directly affect on organizational commitment and commitment to change and indirect affect on commitment to change. Also positive and direct effect of organizational commitment on commitment to change was significant. The purpose of this study is investigation of mediator role organizational commitment in relationship between organizational justice and commitment to change in Salas babajani teachers.

In today's organizations, change and its management are fundamental to organizational and managerial development, because any organization that ignores the change jeopardizes itself. Stable changes in the organization is based on its acceptance by employees and they should have a commitment to change in order to accept organizational changes. Commitment to change is described as a factor that establishes Basic connection between individuals and the goals of change, and is the most important factor in acceptance or failure of change projects in an organization. Therefore, investigating the factors affecting employees' commitment to change is very important. The literature review of research indicates that distributed leadership style, psychological capital and self-efficacy of change have been identified as factors influencing organizational changes. Therefore, this study was conducted aimed to investigate the effect of distributed leadership and psychological capital on the commitment to change with the mediating role of self-efficacy of change in University of Mohaghegh Ardabili

Changes are occurring rapidly and that make a change successful is change readiness. If there isn`t initial readiness for change, the next steps face with failure. change readiness is The degree which members of an organization know change worthy and believe it effective. This readiness is effected by human and organizational factors. .In current research, the effect of need hierarchy, attitude toward work from psychological factors and distributive justice and work characteristics from organizational factors on change readiness was investigated. The research sample contained 504 individuals of Isfahan Oil Refinery Company that selected by stratified sampling and responded to research instruments. Path analysis and Boot analysis used for data analyzing. Results indicated in the path analysis model, self-fulfillment, justice, attitude toward work and work characteristics are mediator variables. Changes must apply according to employees` need level and their attitude. Distributive justice is recommended for change success.

Introduction & Researches show that lack of commitment to change is one of the important factors that made changes ineffective. Commitment to change is a force that involved individual in processes is necessary for change success. In current research، path analysis model between organizational support، change supervisor support، trust to supervisor، justice، positive affect and commitment to change was investigated. Method & instruments: This study is descriptive and correlational. The research sample contained 463 individuals of Isfahan Oil Refining & Distribution Company that selected by stratified sampling and responded to research instruments.. Instruments was consist of perceived supervisory and organizational support، trust، procedural and interactional justice، positive affect and commitment to change inventories. Boot analysis showed that change supervisor support، procedural justice and interactional justice are mediator variables between trust، organizational support and normative commitment to change. According to results، managers and organizations recommended to establish commitment to change by increasing trust، support، positive affect and justice.

Trust is considered as an essential variable affecting organizational effectiveness which is known as trust level that employees have in their managers. It appears as if trust in supervisor has an essential role in making an effective means between organizational commitment and commitment to organizational change. in the current research that was conducted on 225 employees of Electricity Distribution Company of north Isfahan, organizational commitment questionnaire of Baulfour and Wechsler (1996), commitment to organizational change questionnaire of Barati and Oreyzi (2012), and trust in supervisor questionnaire of MCAllister (1995) was used. results of the research showed that there existed direct and indirect relationship between organizational commitment (OC) and commitment to change (CTC) and bootstrapanalysis showed that this relationship is established through mediating role of trust in supervisor (TIS). Exchange dimension of OC and CTC was mediated by cognitive dimension of trust, identification dimension was mediated by affective component of trust and affiliation dimension was mediated by cognitive and affective components. it is suggested to managers and organizations to try to create trust in subordinates if they want to create organizational commitment and commitment to change.