Ildiko Rudnak

In the context of organizational change, employees can have different reactions, where some of them accept and engage with it, and others completely refuse and resist it. Hence, companies should permanently settle for the best and introduce a fruitful leadership style along with a good change management strategy to ensure the company’s prolonged survival and prosperity.
This investigation aims to examine the influence of transformational leadership on employees’ affective commitment and intention to support change. Both were chosen to constitute the main dimensions of employees’ reactions toward organizational change and highlight the importance of organizational trust as a mediator in that correlation.
To confirm the hypotheses subtracted from the literature review, a quantitative study was managed by a survey devoted to 428 employees working for diverse service companies in Hungary and going through different change cases.
Structural equation modeling (SEM) was then applied to hold out the favorable findings, which reveal that transformational leadership is a booster for employees’ intention to support change but not for affective commitment. It was also found that organizational trust firmly mediates the relationship between transformational leadership and employees’ reaction to change.
This statement justifies that both transformational leadership and organizational trust are able to reduce change complexity and lead to its acceptance, openness, and support.

The aim of this study is to investigate the effects of Syrian refugee entrepreneurs operating in the Turkish textile industry on job satisfaction and organizational commitment of refugee employees. It is foreseen that refugees working informally may become permanent. This image shakes not only the social order but also the economic balance. A significant portion of refugees have a very low education level; also, Turkish society does not welcome them as they create a cheap labor force. Due to poor working conditions, they tend to change their jobs constantly. At this point, refugees’ attitude toward work and organization has been examined. The sample comprised 12 enterprises; 104 blue-collar employees, experts, and managers answered the questionnaires. All of the participants in the study were Syrian refugees. The results concluded that while there is a positive relationship between affective and normative organizational commitment and the perception of abstract talent management practice, there is a negative and weak relationship between continuance commitment with a strength of –0.169. The perception of tangible talent management practice is positively related to internal and external job satisfaction and negatively related to continuance commitment with a power of –0.157. Accordingly, Syrian refugees with a talent management perspective believe talented employees should be in their jobs to achieve their goals. Job satisfaction partially mediates between the abstract perception of talent management practices and organizational commitment.