Metodos

METHODS
Design and Procedures
This study utilized a longitudinal survey research design applied to a sample of employees and managers recruited from an IT company in South Korea. The company was undergoing an organization- wide restructuring effort beginning at approximately the same time as our first wave of data collection. The purpose of the change was to cut costs, change the scope of thebusiness, and produce a more nimble organization with lower dependence on its parent corporation. Most employees were directly impacted by the change initiative through encountering changes in roles and responsibilities, new lines of reporting, a new company name, and modifications in IT operations. The change was implemented equally and simultaneously across the entire organization’s work unitsand divisions over about seven months. The first survey (time 1) was collected three weeks before the change initiative had officially begun but after employees and their work unit managers had received extensive information about the purpose, action plans, and expected benefits of the upcoming change. Employees and their managers also received notice that their workload would need to increase forthe organization to successfully implement the change. The first survey contained scales assessing individual employees’ reports of organizational inducements and their level of psychological resilience. The follow-up survey (time 2) was administered five months later to measure employees’ perceived social exchange with the organization, their level of state positive affect, their commitment tochange (normative and affective), and their behavioral outcomes (behavioral support for change and creative support for change).3 The change implementation was still underway at the time the second survey was conducted. We chose the five-month time lag because we believed it would provide employees with sufficient time to experience actual changes in the nature and demands of their work situations.Similarly, this interval was also expected to provide work unit managers with sufficient time to observe employees’ behavioral reactions after the change was introduced in their work units. The third wave of data collection (time 3) was completed 22 months later to determine the extent of turnover that had occurred— that is, the number of employees who had left the organization after participatingin the first and second surveys.

MÉTODOS
Diseño y Procedimientos
En este estudio se utilizó una investigación de la encuesta longitudinal diseño aplicado a una muestra de empleados y administradores reclutados de una empresa de TI en el sur de Corea. La compañía estaba pasando por una organización- amplia reestructuración comienzo esfuerzo en aproximadamente al mismo tiempo que nuestraprimera ola de datos colección. El objetivo del cambio era reducir costos, cambiar el ámbito de la empresa, y producir una organización más ágil con una menor dependencia sobre su empresa matriz. La mayoría de los empleados se vieron afectados directamente por la iniciativa de cambio a través de cambios que encuentran en los roles y responsabilidades, nuevas líneas de presentación de informes, unanueva empresa nombre, y las modificaciones en las operaciones de TI. La cambio se implementó igual y simultáneamente a través de las unidades de trabajo de toda la organización y las divisiones en torno a unos siete meses. El primer estudio (tiempo 1) se recogió tres semanas antes de la iniciativa de cambio tenía oficialmente pero después de comenzado empleados y su unidad de trabajo gerentes habíanrecibido amplia información sobre el propósito, los planes de acción y los beneficios esperados de el próximo cambio. Los empleados y sus gerentes También recibió aviso de que su carga de trabajo que aumentar para que la organización con éxito implementar el cambio. La primera encuesta que figura escalas de evaluación de los informes individuales de los empleados de incentivos de la organización...