Communicating change: the influence of information, communication, uncertainty and cynicism on readiness for change

Purpose: In previous studies we have shown the influence of information and communication on the success of organizational change. We extended that research with the inclusion of cynical responses to top management about the change, change fatigue and turnover intentions.
Methodology: This study was conducted by the Organizational Members’ Support for Organizational Change (OMSOC) questionnaire, an extension of a previous questionnaire. The questionnaire was used in four different Dutch organizations.
Findings: We found that various information and communication variables had a significant influence on those uncertainties created by organizational change that related to employee support for the change, and willingness to contribute to the success of the change. We also found that the role of top managers and that of uncertainty had a significant influence on change fatigue and employee cynical responses to the change.
Managerial implications: This study empirically supports the important role of communication during organizational change, and the crucial role that top management and direct supervisors have in creating a workforce prepared to face the challenges. If not done properly, the organization will face several employee uncertainties concerning the direction the organization is heading in, the future arrangements in the organization, and job insecurity. These uncertainties can then produce negative organizational consequences.