Research On The Influence Of Employees’ Organizational Identification On Resistance To Change

In today’s era of rapid globalization,digitalization,technological innovation and increasingly updated knowledge,especially under the COVID-19 epidemic in recent years,organizations are facing the challenge of continuously adapting to the increasingly changing and competitive market environment.In order to keep up with the rapid change in the environment,market,and technology,as well as seeking a more efficient way of operation,implementing organizational change is an important measure to respond to environmental change and improve core competitiveness,the resistance of change recipients has gradually become the key to success.Therefore,organizational resistance to change has also attracted the attention of management and practice and become the focus of scholars’ research.Exploring the underlying causes of change resistance from the psychological and emotional aspects is of great significance to clarify the psychological mechanism of the formation of change resistance.As a dual attribute with both positive and negative effects,organizational identification is worth exploring the internal mechanism of its impact on resistance to change.Therefore,it has important theoretical and practical value to explore the impact of employees’ organizational identification on resistance to change.This paper,based on the perspective of social identity theory and conversations of resources theory,constructs a theoretical model of research by consulting and summarizing relevant literature at home and abroad,taking organizational identification as the independent variable,resistance to change as the dependent variable,change-related self-efficacy and identity threat as the mediator variables,and quality of change communication as the moderator variable.Using the questionnaire research method,first of all,162 small samples are pre-investigated,and the reliability and validity of the scale is tested according to the reliability and validity analysis of small samples data.Then,this paper conducts the statistical analysis of305 large sample data through using SPSS26.0 and AMOS24.0 software.Through descriptive statistical analysis,reliability and validity analysis,correlation analysis,regression analysis,mediator effect analysis,moderator effect analysis and moderated mediation effect analysis,the final results are as follows: Organizational identification inhibits the resistance to change through change-related self-efficacy;Organizational identification promotes the resistance to change through identity threats;The quality of change communication plays a positive regulatory role in the positive relationship between organizational identification and changerelated self-efficacy,as well as the mediation effect of change-related self-efficacy,but the regulatory relationship between organizational identification and identity threat,as well as the mediation effect of identity threats is not significant.Based on the research results,this paper puts forward some management suggestions with a view to providing new management ideas for management practitioners.First,managers need to pay attention to the training of employees’ organizational identification and grasp the degree of training,so as to prevent excessive organizational identity from bringing negative impact on enterprise reform.Second,for the implementation of enterprise change,it is necessary to deeply analyze the deep-seated reasons of employees’ resistance to change from the psychological and emotional levels,understand its psychological mechanism,and reduce the adverse consequences of such resistance to change.Third,managers should pay attention to the dual impact of organizational identification on resistance to change,pay attention to the proper care of employees’ sense of change-related self-efficacy,and prevent or mitigate the emergence of employee identity threats.Fourth,managers should pay attention to the improvement of the quality of change communication,timely carry out change communication and transfer change information,so that employees with high organizational identification can have a greater sense of change-related self-efficacy,so as to reduce resistance to change.