Reward and motivation systems as a dampening factor to resistance to change

Abstract

The purpose of this research is to find causal relations between work motivation, rewards, job autonomy, self efficacy, outcome performance and resistance to change (RTC). Partial least squares (PLS) structural equation modeling (SEM) was used in a sample of 202 employees working in Sales divisions in Pharmaceuticals and Food & Beverages companies in Greece. The findings showed that the expected relations were not statistically significant thus concluding that work motivation and rewards do not seem to have a direct impact on resistance to change. Work motivation and outcome performance hinted a negative relation with RTC. Lastly, rewards, even though not statistically significant, seemed to have a positive relation to RTC.