Perceptions of change context in traffic management: an explorative study using expectancy theory

This study contributes to an increased understanding of how managers and employees perceive the change context in the field of traffic management, and what the behavioural implications are. Expectancy theory is adopted to explore how context influence the motivations of these actors. The findings reveals that motivation, being one contextual factor for change, is influenced by other contextual factors present on an individual, organisational and external level. Given that managers and employees often perceive these factors differently, and are therefore motivated by distinct drivers, effective change management should be tailored to reflect these diverse perspectives. To improve and align motivation for managers and employees in the change process, three propositions are suggested: (1) High expectancy is supported when project goals and scope align with project prevalence, and when adequate resources are perceived as available at the operational level. (2) High instrumentality requires that operative employees feel empowered to participate and be heard, while top-level managers and employees who lead project perceive the context as enabling leadership in changes. (3) High valence is achieved when the change is perceived as beneficial on all contextual levels (individual, organizational, and external).