Organisational-related social support and employee acceptance of change : the roles of occupational self-efficacy as a mediator and mindfulness as a moderator : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts (Psychology) at Massey University, Albany, New Zealand. EMBARGOED until 17th February 2028

Abstract

Organisational change is a frequently occurring and pervasive feature of contemporary workplaces, yet employees often differ in how they respond to and accept change. Drawing on Conservation of Resources theory, this study examined the relationships between employee perceptions of workplace social support and employee acceptance of change, with occupational self-efficacy as a potential mediator and mindfulness as a potential moderator of these relationships. Utilising a cross-sectional survey design, data was collected from 142 full-time employees in Aotearoa New Zealand who had experienced at least one type of organisational change within the last six months in their current role. Participants completed self-report measures of perceived organisational, supervisor, and coworker support, occupational self-efficacy, mindfulness, and acceptance of change. Relevant demographic information was also collected. Pearson correlation and regression-based mediation and moderation analyses were conducted. Perceived organisational support and perceived supervisor support were positively associated with occupational self-efficacy, though no significant associations with acceptance of change were identified. Perceived coworker support was not significantly associated with occupational self-efficacy or acceptance of change. Occupational self-efficacy was positively associated with employee acceptance of change across all models. Occupational self-efficacy did not mediate the relationships between any of the three forms of workplace social support and acceptance of change. Rather than functioning as a mediator, occupational self-efficacy was independently associated with acceptance of change. The findings of this study highlight occupational self-efficacy as a key psychological resource that may help explain why some employees respond more positively to organisational change. Organisational efforts to bolster employee beliefs in their ability to perform effectively in their work may be particularly important in the facilitation of change conducive employee responses. Implications for the management of organisational change and directions for future research are discussed.