Purpose

Supervisors play an important role in the implementation of organizational policies and practices. This study aims to examine the role of supervisors as both recipients and main implementers of organizational change by investigating how supervisors’ relationship with organization would affect their attitude toward change (ATC) and how employees–supervisor relationship, as perceived by employees, would influence their reaction to change.

Design/methodology/approach

The influence of participation, perceived organizational support (POS) and mutual expectation clarity (MEC) on supervisors’ ATC was examined, along with the influence of leader–member exchange, perception of supervisor’s expressed ATC and also supervisors’ organizational status on employees’ ATC. Two studies were conducted in a chain hospital in India.

Findings

The findings suggest that supervisors’ ATC improved by higher participation, POS and MEC. Also, while employees’ change attitude was predicted by how they perceived their supervisors’ status, expressed reaction toward change and perception of employee–supervisor relationship, for employees who either perceived highly negative change attitude of their supervisors or believed that their supervisors had low organizational status, the employee–supervisor relationship had almost no effect on improving employees’ attitude.

Originality/value

Considering that supervisors often tend to engage in professional relationships with their subordinate employees, little is investigated on how, through the lens of relationships, supervisors may affect employees’ ATC. This paper attempts to make a difference by conducting two connected studies in a chain hospital to examine how supervisors – as recipients and implementers of organizational policies and practices – could influence employees’ ATC. The findings suggest managerial implications that could inform practitioners toward improvement of employee buy-ins for change programs.

中文翻译：

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主管作为组织变革的接受者和实施者：来自印度连锁医院的证据

目的

主管在组织政策和实践的实施中发挥着重要作用。本研究旨在通过调查主管与组织的关系如何影响他们对变革的态度 (ATC) 以及员工感知的员工与主管的关系如何影响他们的变化，从而检验主管作为组织变革的接受者和主要实施者的角色。对变化的反应。

设计/方法/方法

考察了参与、感知组织支持 (POS) 和相互期望清晰度 (MEC) 对主管 ATC 的影响，以及领导-成员交流、主管表达的 ATC 感知以及主管组织地位对员工 ATC 的影响. 两项研究是在印度的一家连锁医院进行的。

发现

调查结果表明，更高的参与度、POS 和 MEC 提高了主管的 ATC。此外，虽然员工的变化态度是通过他们如何看待他们的主管地位、表达对变化的反应和对员工-主管关系的看法来预测的，但对于那些认为他们的主管高度消极的改变态度或认为他们的主管具有低组织性的员工。状态，员工与主管的关系对改善员工态度几乎没有影响。

原创性/价值

考虑到主管往往倾向于与其下属员工建立职业关系，很少有人研究主管如何通过关系的视角影响员工的 ATC。本文试图通过在一家连锁医院进行两项相关研究来检验主管（作为组织政策和实践的接受者和实施者）如何影响员工的 ATC，从而有所作为。调查结果表明，管理意义可以告知从业者改进员工对变革计划的支持。