Investigating the moderating role of organisational authenticity in relationship between dimensions of change and employees' behavioural pattern

Business markets are always dynamic and unpredictable so that organisations often need to implement and track changes. Employees as a core part of the organisation mostly have to deal with change and exhibit different behavioural patterns in response to organisational changes (developmental, transitional, or transformational). Employees may accept or resist these changes or be indifferent against them. In this research, organisational authenticity was considered as the moderating variable to understand how employees react to change. The data collection tool was a researcher-made questionnaire. The validity of the questionnaire was calculated and verified based on theoretical foundations and opinions of professors and experts. In addition, its reliability was evaluated through the convergence coefficient and Cronbach's alpha tests. The statistical population of this study is composed of Fish Food Production Company (Faradaneh) staff consisting of 84 persons, which have been studied as the whole census of the statistical population. Data were analysed using t-student, Pearson correlation coefficient, and structural equation modelling using SPSS and PLS software. Eventually, it was found that the moderating role of organisational authenticity was significant in the relationship between transformational changes and acceptance of changes. As organisational authenticity increases, employees' acceptance of change versus transformational changes will grow too.