Kearney, Teresa (2015) An investigation into the factors that influence an individual’s attitude towards organisational change in a multinational organisation. Masters thesis, Dublin, National College of Ireland.
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This study focuses on the factors that influence an individual’s attitude towards organisational change in a multinational organisation.
The study aims to identify the key factors that influence an employee’s attitude towards a change and to explore if an employee’s experience of the different factors of the change implementation process affects their overall attitude towards the change. The primary research was carried out in a multinational organisation where a change had recently occurred. The change in question is the introduction of a High Performance Behaviours framework which consists of 6 key behaviours. Following the implementation of this new framework, employees in the organisation are expected to conduct themselves in line with these behaviours and must evidence their behaviour twice a year as part of the Performance Management Process.
The research was conducted through the means of an online questionnaire. The questionnaire was distributed to 500 randomly selected employees within the organisation. Of the 500 employees selected, 129 employees completed the questionnaire which is a response rate of 25.8%. Overall Attitude was measured using one question; “Did the introduction of the High Performance Behaviours Framework improve Performance Management in this Organisation?” 63% of those surveyed responded “No” to this question.
The literature suggests that the change implementation process is more important in shaping an individual’s attitude towards a change than the nature of the change itself (Choi, 2011). The following implementation factors were identified from the literature as being the key implementation factors that can influence an employee’s attitude towards a change; Communication throughout the change, Participation in the change, Change related self-efficacy, Social support, Perception of personal impact, Trust in management and Perception of organisational readiness for change. The findings of the study revealed that increasing the amount of each of these change implementation factors can be correlated with an employee having a positive attitude towards the change.
High job satisfaction, high feedback about the change and low stress were also attributed to a positive attitude towards the change. Contrary to what is stated in the relevant literature, location, gender, age, education, hierarchy, length of service, union membership and autonomy were not found to have an effect on an employee’s overall attitude towards the change.
|Item Type:||Thesis (Masters)|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > Specific Industries > Multinational Industries
H Social Sciences > HD Industries. Land use. Labor > Organisational Change
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Performance Management
|Divisions:||School of Business > Master of Arts in Human Resource Management|
|Depositing User:||CAOIMHE NI MHAICIN|
|Date Deposited:||02 Feb 2017 14:20|
|Last Modified:||02 Feb 2017 14:20|
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