EMPLOYEES' EVALUATION OF MANDATORY IS CHANGE AT POST-IMPLEMENTATION STAGE

Abstract

THERE ARE GAPS IN OUR UNDERSTANDING OF EMPLOYEES' EVALUATION OF MANDATORY IS CHANGES IN THE POST-IMPLEMENTATION STAGE. THIS THESIS DERIVES AND EMPIRICALLY TESTS A THEORETICAL MODEL TO ADDRESS THE RESEARCH QUESTIONS: HOW DO EMPLOYEES EVALUATE A MANDATORY IS CHANGE TO DETERMINE THEIR MENTAL ACCEPTANCE (I.E., SYMBOLIC ADOPTION) OF THE CHANGE IN THE POST-IMPLEMENTATION STAGE? WHAT IS THE IMPACT OF EMPLOYEES? SYMBOLIC ADOPTION ON THEIR INTERPERSONAL EXTRA-ROLE BEHAVIORS ASSOCIATED WITH IS USE? OUR THEORETICAL FRAMEWORK IS BASED ON INTEGRATING THE EQUITY IMPLEMENTATION MODEL WITH SYMBOLIC ADOPTION THEORY AS WELL AS THE LITERATURE ON IS SUCCESS AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR. THE THESIS CONTRIBUTES TO THEORETICAL ARENA BY PROVIDING A SYSTEMATIC VIEW OF HOW EMPLOYEES EVALUATE MANDATORY IS CHANGES. FROM A PRACTICAL STANDPOINT, THIS STUDY OFFERS IMPORTANT IMPLICATIONS ON HOW TO CONDUCT AND FACILITATE IS CHANGE AS WELL AS HARNESS IS-USE-ASSOCIATED HELPING IN ORGANIZATIONS.