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Although commitment is commonly identified as an essential element for the effective implementation of organizational change, little empirical evidence exists to support this claim. We conducted two studies to replicate and extend findings pertaining to Herscovitch and Meyer's three-component model of commitment to an organizational change. In the first study, we examined relations within and across time between employees' commitment (affective, normative and continuance) and level of support for a strategic initiative undertaken by a Canadian utility company in response to deregulation. In the second study, we tested the model in a sample of managers in an Indian organization undergoing major restructuring. In both studies we found considerable support for the relations between commitment and support predicted by the model. However, we also found evidence for potential culture differences. Implications for theory, research and change management practice are discussed. [ABSTRACT FROM AUTHOR]

Examines how male and female managers and their male and female subordinates perceive the nature of their communication with each other and the consequences of these perceptions upon the subordinates' level of job satisfaction. Finding that subordinates with higher levels of job satisfaction reported more communication and a higher quality of communication with their managers.