Creating Employee Trust During Organizational Change

Organizational changes have brought new and challenging challenges to leaders. Changes bring great uncertainty to employees. During organization change, employees are faced with new pressures, priorities, and new duties. Signs of declining employee confidence include anxiety, sarcasm, loss of confidence, and a decrease in satisfaction and loyalty. Employees who are deemed intimidated, dangerous, or vulnerable are oppressed and they do not want to make decisions or take risks. Leaders may think that they do not care about something wrong and do not do something wrong and that they are willing to "not worry" by employees and that they are willing to contribute anything.

For this purpose, Das & Teng (1998) explains the concept of organization change intervention. Organization change intervention refers to a situation where supervisory trust and change management is a factor of high concern due to the associated risk. A low level of employee management for organization change intervention is an increase in trust issues. If the employee has low control over the change, the relationship of trust with the superior will help maintain a certain commitment to the organization. As a result, low-confidence controls and unreliable employee expectations for change not only have the lowest level of organizational commitment, but also for executives with low perceptions, executive trust and emotional organizational commitment The relationship becomes stronger. Control change intervention

The role of organization's commitment in the context of change can be seen in change management literature (Vakola & Nikolaou, 2005). According to many authors, according to Darwish (2000), appreciation for the change of employees depends on the organizational responsibility of the employees. Iverson (1996) ranked members and organizational commitments to No. 1 and No. 2, respectively, as a determinant of attitude toward organization change. Lau & Woodman (1995) argues that organizational changes are backed by highly enthusiastic employees if they should be beneficial. However, Vakola and Nikolau (2005) point out that if very faithful employees think this is a threat to their own interests, many researchers may refuse to accept the change, I argued that I told you. From the above, we can see the effect of the organization's commitment on the attitude toward organization change.

Organizational changes are defined as environmental degradation due to the gap between organizational goals and current results. Employees are primarily responsible for making adjustments and actions based on the new strategy set by management with little resource. In the process of change, various aspects of employee PsyCap have been tested - they have learned new ways of things, have confidence to recover from crisis, positive response, and a belief in a better future It must be. PsyCap and positive emotions are examples of how personal factors can contribute to organizational change. Positive change is defined as any change that an organization experiences for its own interests and poses a more positive psychological and behavioral impact than negative changes. This interaction implies that PsyCap affects workers' attitudes and behaviors through positive emotions, which also affects organizational changes.