Resisting organisational change? Psychological resilience and perceived organisational support as mediators in promoting psychological well-being and organisational citizenship behaviours

• Published in: International journal of wellbeing 2024-10, Vol.14 (3), p.1-19
• Main Authors: Kamal, Nur Nabilah Muhammad, Ke, Guek Nee, Beevi, Zuhrah, Leow, Kenneth
• Format: Article
• Language: English
• ISSN: 1179-8602; 1179-8602
• DOI: 10.5502/ijw.v14i3.3501

The increasing prevalence of global transformations has led to a surge in organisational changes worldwide. Consequently, the anticipation of employee resistance and its impact on organisational development has become a vital concern in the field of organisational psychology. This study aims to comprehensively explore employee resistance to organisational change within the energy industry, considering several critical factors, including psychological well-being, organisational citizenship behaviour, organisational support, and psychological resilience. A total of 313 employees from an organisation in the energy industry in Malaysia. Participants completed measures on attitude towards organisational change, psychological well-being, organisational citizenship behaviour, perceived organisational support, and psychological resilience. The results from our study showed significant relationships between employee resistance to organisational change, psychological well-being, and organisational citizenshipbehaviour. The findings also indicated significant mediating effect of perceived organisational support in the relationship between organisational change and psychological well-being. Further, the results also showed that psychological resilience was a significant mediator between organisational change, psychological well-being, and organisational citizenship behaviour. The implications from the study include increase in transparency in organisation, leaders as change agent, and brief coaching for employees to increase organisational resilience.