Resistance to change in the community college: The influence of participation, open communication, perceived organizational support, and organizational commitment.

Abstract

The ability to successfully implement organizational change in a constantly evolving world is an increasingly critical element for the success of community colleges. This study was conducted to examine the interrelationships of several predictor variables---organizational communication, active participation in the organization, perceived organizational support, and organizational commitment---as they relate to a criterion variable---the levels of change resistance exhibited by employees in a large urban community college. The theoretical framework that underlies the study is found in organizational change theory, organizational support literature, organizational communication theory, and the general community college literature. Individual perceptions were collected from a sample of administrators, faculty, and classified staff on a 94-item instrument that is a compilation of several different published studies designed to specifically assess each of the four predictor variables and the single criterion variable. It is hoped that the findings from this study more clearly define those organizational dimensions that affect an employee's level of change resistance. Hopefully, this project provides new information to the body of literature that will assist all leaders, especially community college leaders, in determining how to best present change initiatives within their institutions so as to reduce resistance, ensure acceptance, and encourage implementation.