Predicting Attitude Toward Change Based on Ambiguity Tolerance and Psychological Coherence of Employees
Keywords:
attitude toward change, ambiguity tolerance, psychological coherence, employees, organizational changeAbstract
This study aimed to examine the role of ambiguity tolerance and psychological coherence in predicting employees’ attitudes toward change. This descriptive-correlational study was conducted with a sample of 223 employees selected using simple random sampling based on the Morgan and Krejcie table. Data were collected using the Attitude Toward Change Scale (Donham & Schuler, 1994), the Ambiguity Tolerance Scale (McLain, 1993), and the Psychological Coherence Scale (Antonovsky, 1987). Pearson correlation and multiple linear regression analyses were performed using SPSS-27. The results showed a significant positive correlation between ambiguity tolerance and attitude toward change (r = 0.42, p < 0.01). Psychological coherence was also positively correlated with attitude toward change (r = 0.38, p < 0.01). Multiple regression analysis revealed that these two variables collectively explained 47% of the variance in attitude toward change (R² = 0.47, p < 0.001), with ambiguity tolerance being a stronger predictor than psychological coherence. These findings suggest that ambiguity tolerance and psychological coherence play a crucial role in employees' acceptance of organizational changes. Organizations can enhance employees’ ambiguity tolerance and psychological coherence through training programs and psychological support, fostering a more positive attitude toward change.
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