Applying expectancy theory of motivation and transtheoretical model of behavior change to mitigate employee resistance to organizational change in nonprofit organizations: A theoretical framework

Nonprofit organizations (NPOs) must continuously adapt to thrive in an ever-evolving environment. However, employee resistance to change can often hinder these efforts. This theoretical framework manuscript employs complementary theories to guide leaders and managers in mitigating employee resistance to organizational change within nonprofit organizations. First, Vroom’s expectancy theory of motivation serves as a conceptual framework to address the question of why employees may feel motivated or unmotivated in their roles, focusing on expectancy, instrumentality, and valence, which relate to employee perceptions of effort, reward, and value. Second, the transtheoretical model of behavior change is used to explain the “how and when of change,” helping to identify the stages at which employees exist—precontemplation, contemplation, or preparation—and providing a guide for leaders and managers on the necessary interventions for each stage. This article highlights the significance of proactive leadership and employee participation throughout the change process. The proposed theoretical frameworks offer a roadmap for implementing effective and sustainable organizational changes in NPOs, outlining the roles and responsibilities of leaders and managers in the change process. It elaborates on how leaders and managers can leverage the expectancy theory of motivation and the transtheoretical model of behavior change to promote enduring organizational transformation.