The Role of Perceived Organizational Support in Individual Change Readiness

This paper examines the role of perceived organizational support (POS) in individual change readiness. Drawing upon social exchange theory, this study tests the notion that POS is linked to readiness via trust in the organization. It also explores the nonlinear effects of POS on trust and its nonlinear indirect effects on change readiness. Data were collected from a sample of 154 employees of a restaurant chain undergoing a restructuring and the introduction of new leadership. The results show a direct effect of POS on change readiness, as well as indirect effects that become manifest through trust. Post-hoc analyses indicate that the POS–trust relationship is nonlinear, such that the relationship is attenuated at higher levels of POS, and reveal a nonlinear indirect effect on change readiness. Study findings suggest organizations could improve the likelihood of bringing about change by supporting employees before change initiatives are introduced, but that very high levels of support may yield diminishing returns.