| Organizational change and how it is managed is an important factor in organizational performance, impacting people, processes, and ultimately the success or failure of the organization. This study examined the impact of change on individuals within organizations and how factors such as personal control and job ambiguity affect resistance or resilience to change. Specifically, this study attempted to determine whether personal control or job ambiguity predicts commitment to organizational change. One hundred twenty-five managers in a Fortune 500 company, representing 12 countries, participated in this study. Through surveys and focus groups, participants were asked questions in three areas: (a) the levels of ambiguity in their jobs, (b) the level of personal control that they held over their work, and (c) their commitment to the changes that they were currently facing in the company. The results of this study suggest that personal control can be a predictor of commitment to organizational change. |
