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Organisational Relationship Quality and Service Employee Acceptance of Change in SMEs
A social exchange perspective
Rod Farr-Wharton
University of the Sunshine Coast, Maroochydore QLD, Australia
Yvonne Brunetto
School of Management, Griffith University - Gold Coast campus, Gold Coast QLD, Australia
Abstract
The paper used a social exchange lens to explore the impact of the quality of the relationship between supervisors and service employees on individual and organisational outcomes.
The findings provide further evidence that the quality of the relationship between supervisors and service employees is a significant factor - in this case explaining almost half of the reasons as to why employees accepted or rejected organisational changes.
Using the social exchange lens, the theory argues that the same characteristics evident in high quality LMX relationships (effective levels of information, feedback and respect) are also likely to provide the ideal conditions for employees' to address their fears and answer their questions about potential organisational changes.
As a result, service employees are more likely to accept the organisational changes. In addition, this study suggests that approximately half of job productivity and satisfaction is affected by the way LMX firstly affects employees' satisfaction with organisational communication processes, and secondly, their acceptance of organisational changes within SMEs.
Keywords
Leader-Member Exchange, organisational change, employee's acceptance of change, social exchange theory, SME
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