Managing Affective Commitment to Change in Public Sector Organization of Pakistan: A Social Exchange Perspective

Literature on organizational development is well-stocked with researches advocating change as a universal remedy for survival and success. However, the importance of eliciting positive employees’ response during lacks attention. Considering crucial role managing reactions in public sector organizations, current study highlights High Performance Work Systems (HPWS) fostering affective commitment to (ACTC) culturally diverse along its interlinking mechanisms. Based Social Exchange perspective, we hypothesized that perceptions nature exchange mediates relationship between HPWS-Affective change. More specifically, proposed moderating mediation model outlining how individual’s cultural orientation might play significant influencing which turn may predict dynamics HPWS-employees’ relationship. A sample 591 full-time employees from largest public-sector bank Pakistan undergoing Privatization were surveyed. The results reveal impact performance work systems Moreover, social mediate HPWS Affective CTC. this underpinning mechanism stronger scoring high collectivism low power distance vice versa. contributes literature through examining intermediatory boundary conditions under HPWS- CTC prove be more effective. Finally, both practical theoretical implications are discussed light obtained followed by future directions.