Sample Article Review on “high sense of power”
When one of the greatest challenges managers face in effecting organizational change is employees’ assimilation of change values. Written by professionals drawn from different universities, this article focuses on some of the factors that determine organizational citizenship behavior of employees within the context of their change orientation. The researchers established that there is a direct correlation between positive attitude and perception of change values and “high sense of power” (Seppal, Lipponen, Bardi & Pirttila-Backman, 2012). The same correlation was also established for such employees and their sense of belonging to a work unit.
This article provides critical information on change management which is a critical component of organizational management. Most importantly, the success of any change management initiative is hinged on the ability of the management to effectively manage the employees’ attitude towards change values their sense of power notwithstanding. The authors have tackled the topic with an objective lens. This allowed them to test their hypothesis without their judgment being clouded by bias. One of the fundamental strengths of the article is the use of peer-reviewed references, which are current and historical. This allows the audience to get a broader perspective of the issue while also validating the arguments of the authors. The use of peer-reviewed references also goes a long way in ensuring that the assertions in the article are credible and therefore can be used in making generalization and inferences. This makes the article very useful when it comes to researching on change management and employee behavior and attitude towards change and change values. The language used in the article is relatively simple. This makes the article easy to understand. This is also facilitated by the topical discussion and breakdown of the topic.
Seppal, T., Lipponen, J., Bardi, A. & Pirttila-Backman, A-M. (2012). Change-oriented organizational citizenship behaviour: An interactive product of openness to change values, work unit identification, and sense of power. Journal of Occupational and Organizational Psychology, 85, 136–155.