خلاصة:
This study has examined employee’s resistance to change from organization of politics theory point of view. In this case, the relationship between employees' organizational politics perceptions and resistance to change was explained; and the moderating role of manager’s political behaviors was examined. Data was gathered through triple questionnaires from a sample of employees and managers in Rafsanjan public organizations, using stratified sampling. Results suggested that there is a positive meaningful relationship between employee’s organizational politics perceptions and cognitive and emotional resistance to change. However, there is no meaningful relationship between employee’s organizational politics perceptions and behavioral resistance to change. Using Hierarchical Moderated Regression Analysis (HMRA), the results also suggested that manager’s political behaviors intensify the relationship between employee’s organizational politics perceptions and cognitive and emotional resistance to change.
ملخص الجهاز:
Based on the research results, there is a significant positive relationship between the perception of organizational politics and the cognitive and emotional resistance of employees to change; although behavioral resistance does not show a significant relationship with the research intervening variable.
Using the modified hierarchical regression technique, it was determined that managers' preventive politics intensifies the relationship between the perception of organizational politics and the cognitive and emotional resistance of employees to change.
Such a claim must be tested from various dimensions; in this regard, the moderating role of the variable of managers' political behaviors in the relationship between the perception of organizational politics and employee resistance to change has been investigated in this research.
Thus, the goal of conducting this research within the framework of organizational political theory is to investigate the relationship of the perception of politics 120 organizational and employee resistance to change, while explaining the moderating role of managers' political behavior.
Based on the correlation coefficient matrix in the table, 128 it is clear that at a 99 percent confidence level, a significant positive relationship exists between employees' perception of organizational politics and their cognitive and emotional resistance to change (r = 0.
It is also evident that at a 95 percent confidence level, there is no significant relationship between employees' perception of organizational politics and their behavioral resistance to change (r = 0.
Discussion and Conclusion The ultimate goal of conducting this research is to examine the relationship between the perception of organizational politics and employee resistance to change, as well as to explain the moderating role of managers' political behavior.
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