Issue Information

• Published date: 01 January 2017
• DOI: http://doi.org/10.1002/hrm.21816
• Date: 01 January 2017

JANUARY/FEBRUARY 2017 VOLUME 56, NUMBER 1

ARTICLES

UNDERSTANDING THE CHANGE–CYNICISM CYCLE: THE ROLE OF HR

MICHELLE BROWN, CAROL T. KULIK, CHRISTINACREGAN, AND ISABEL METZ 5

Employee change cynicism is an unintended consequence of organizational change, which can

undermine the effectiveness of change initiatives. Based on social information processing theory,

we examine the impact of two human resource roles (administrative expert and strategic change

agent) on the relationship between the quantity of organizational change and employee change

cynicism. Using multilevel data from 1,831 employees in 70 organizations, we find employees

who are exposed to more organizational change report higher levels of change cynicism. However,

the strength of the organizational change–cynicism relationship is affected by the role of HR in

the employees’ organizations. When HR undertakes an administrative expert role, change is more

likely to generate change cynicism. When HR undertakes a strategic change agent role, change

is less likely to generate change cynicism. Our results suggest that organizations need to think

carefully about the role of HR during organizational change and encourage HR to adopt a strategic

change agent role.

“WANT TO” VERSUS “HAVE TO”: INTRINSIC AND EXTRINSIC MOTIVATORS

AS PREDICTORS OF COMPLIANCE BEHAVIOR INTENTION

MARCEL HOFEDITZ, ANN-MARIE NIENABER, ANDERS DYSVIK, AND GERHARD SCHEWE 25

“Worthless,” “money burning,” or “black holes” is how media and professionals describe

compliance practices today. Practitioners are unenthusiastic about control systems, codes of

conducts, and systems for compliance management that are increasing in volume but not in

effectiveness. In order to help practitioners clarify what actually makes employees comply with

their compliance program, this study examines intrinsic and extrinsic motivators of 119 employees

from procurement and sales. We contribute to the existing motivation literature, testing the

self-determination theory in low and high hierarchical levels. Our findings show that intrinsic

motivators are more strongly and positively related to compliance intention on higher hierarchical

levels than the lower ones. However, employees from higher hierarchies show overall less

compliance intention than employees from lower hierarchies.

THE IMPACT OF PERSONAL RESOURCES AND JOB CRAFTING

INTERVENTIONS ON WORK ENGAGEMENT AND PERFORMANCE

JESSICA VAN WINGERDEN, DAANTJE DERKS, ANDARNOLD B. BAKKER 51

This study examined the impact of organizational interventions on work engagement and

performance. Based on the job demands–resources model, we hypothesized that a personal

HUMAN RESOURCE MANAGEMENT

(continued)

Volume 56, Number 1 was mailed the week of January 23, 2017