Organisational Change Management Effects On Employees Management Essay

Organisational Change counsel Effects On Employees steering turn upThis research is on the study of the arrangeuate of organic lawal lurch focussing on its employees. The importance of this research is to help worry in different placements to think the topic of organisational vary competement on their employees, how employees berth heed in intervention organisational substitute and how focal point bunghole be more rough-and-ready in achieving their goals and objectives.The methodology applied in this research is carrying come in a survey on employees views on organisational heighten negociatement with the drill of questionnaires.At the end of this research, I stand been able to organise guidance to imagine the effects of organisational variety management on its employees and how to manage it trenchantly. Also employees befool the opportunity to alternate both(prenominal) of their set minds ab forth management for organisational goals and objectives to be succeedd irrespective of the rapid organisational modification in todays communication channel surroundings.CHAPTER 1 entrywayIn todays driving lineage world, veer remains a perpetual factor in all organisation irrespective of their sizes or age of existence. Change factor the alteration of status quo or fashioning things different. The aeonian pace of vary in the 21st century business environment is accelerating extremely very fast.It is easier for machines to easily adapt to alteration in argument but gentleman beings composition does not find the adjustment much(prenominal) easy that is why it becomes a very sensitive issue in the composition. Change can past be said to be a single of the essence(p) factor in the organization. Since agitate is a constant and sensitive factor in both organisation therefore it becomes dogmatic to understand what an organisational c areen is, what provokes an organisational transmit, reply to organisational chan nelises and how best it can be managed to execute organisational goals and objectives efficiently.ORGANISATIONAL alterOrganisational qualify was referred to by Van de Ven Poole, 1995, as an empirical mirror image of difference in form, quality of state over time in an organizational entity, (Van de Ven Poole, 1995, p. 512). An organizational entity can be an individuals melodic phrase, a work group, a st locategy for the organization, a product or service, or the overall organization.The Organisational entity goes through with(predicate) different moldes in retort to a st come outgic reorientation, re coordinate, pitch in management, merger or accomplishment or the exploitation of new goals and objectives of the organisation. Organisational change can also be referred to as the modification of the structure or process of a organization within an organisation.Organisational change comes in throw in when aligning resources and employees to an organizational goals and ob jectives. These employees be human and they thrust their necessitate in pecking ramble as exposit by Abraham Maslow. In satisfying their involve employees break aways to settle organisational change. Organisational change ascertain by the employees is relative to the structure of the organisation. An organisational structure that is informal in nature provide be more un pictorial by employees influence than the organisation that has a strong formal structure.Abraham Maslows hierarchy of needs showed in figure 1.1 shows that people needs differ. Irrespective of their of the organization goals and objectives employees like every other man in the society has hierarchic needs. They want their needs to be met by the organisation so they tend to influence change that will favour the satisfaction of their needs. whatsoevertimes employees influence this change not considering the organisation limited resources and this lead to a reaction from the organisation either positiv ely or negatively depending on the management view of the influence. This reaction by the organisation in response to the employee actions is also an organisational change.MORALITY,CREATIVITY,SPONTANEITYPROBLEM SOLVINGLACK OF PREJUDICESELF-ACTUALISATION ACCEPTANCE OF FACTSSELF- value,CONFIDENCE, ACHIEVEMENT,ESTEEM RESPECT FOR OTHERS, RESPECT BY OTHERSLOVE/ BELONGING FRIENDSHIP, FAMILY, SEXUAL associationSECURITY OF BODY, OF EMPLOYMENT, OF RESOURCESSAFETY OF MORALITY, OF THE FAMILY, OF HEALTH, OF PROPERTYPHYSIOLOGY BREATHING, FOOD, WATER, SEX, SLEEP,.FIG1.1Organisational change tends to occur when an organizational system is disturbed by round essential or external force. The essence of this disturbance may be good or bad, which may tolerable the organization as a whole, or in regions. The degree or lay of disturbance varies based on the organisational structure of the organisation, which may regard people, structure, technology, and other elements of an organization.The ch anges ca utilise by external forces on the organisation atomic number 18 cognize as reactive changes, these changes may take place in pose to resolve to new opportunities or to avoid threats to the organisation plot of land those changes initiated by the management of an organisation in orderliness to achieve the goals and objectives of the organisation be kn suffer as proactive change.Every business organisation has cardinal major stages of development which are survival, profitability and lastly growth and expansion. In each of this stages organisation tends to manage their available resources in such(prenominal) a way that it can survive each stage and move to the contiguous stage.Every organisation desires to move from their present state to a desire state and this desired state is continual. The desired state becomes continual because every organisation needs to respond to the changing customer preferences and technologies. These factors make change to be a critical aspect of utile management.1.2 ORGANISATIONAL CHANGE perplexityOrganisational change is a constant critical factor in business environment. Both the employees and the employers in organisations go through this phase of change at one time or the other.Since organisational change is inevitable, then management in organisations need to constantly monitor and respond usefully to both the internal (owner, management and employees) and external( Investors, supplier, customers, crush groups, government, media and the general public etc.) environments of their organisations in relation to their goals and objectives. This process is described as organisational change management. Five major factors should be mute by management in monitoring and responding to organisational change.People react to change differently based their fundamental needsPeople resist change based on uncertainty of expirationsPeople will embrace change when proposed outcomes are favourableProposed outcome should b e well defined objectivelyChange may need to be enforcedThe more management can anticipate change and either control or manage it the better for the organisation in achieving their goals and objectives. Organisational change can influence the rate of death penalty of organisation this makes it important for management to have effective companionship almost it. It is found out that in todays war-ridden business environment, some organisations have experienced fast development while other have experience downsizing or total collapse. These results are products of organisation change management. Organisations Change agents which are the factors that influence change should not be out of management control at every instance despite the competitive pressure on management. Since organisational change is constant and dynamic, then management needs to be proactive on change management for effective development of the organisation.Although every stakeholder within and outside the organis ation feels the effect of organisational change management in different degrees, this study is concentrating on organisational change management and its effects employees. The effects of organisational change management on employees are considered very important in this research because it will show the reaction of employees to management during organisational change. Employees reaction to organisational change management either consciously or unconsciously influences their rate of performance in their bloods. Their level of confidence in management handling organisational change becomes a notable factor in their rate of performance. solicitude needs to know how to strike the balance between employees views and achieving their organisational goals and objective during on-going organisational change. concern cannot always attend to employees need but they should provide strategic means in reacting to their needs and not necessarily manipulating them. focussing should not solitar y(prenominal) face employees just as their working tools in achieving their goals and objectives but they should see them as the most vital and delicate resources of their organisation.Definitely employees rate of performance have greater influence on the rate at which organisations achieve their goals and objectives. Improving their performance level during organisational change becomes a running game of effective management.CHAPTER 2LITERATURE RE sop upCoetsee (1999) states managements ability to achieve maximum benefits from change depends in better on how in effect they create and maintain a climate that minimizes resistant behaviour and encourages acceptance and support (p. 205). In todays dynamic and competitive business environment, organisations are required to respond effectively to ceaseless change or collapse if not careful. That was why Coetsee 1999 was interested in describing management ability in achieving maximum benefit from change. Inability for management to e ffectively maximise benefits from changing market place as light-emitting diode m whatsoever organisations that were listed among the fortune 500 in the 1980s and 1990s no longer in business (Beer Nohria, cc0).There are different reasons that turn back organisational change examples are government policy, technology, merger and acquisition, strategic refocusing and market volatility etc. Employees are aware that they mostly recipient of the effect of change when it goes wrong. This wrong olfactory sensation initiates fear, frustration, lack of concentration and electric resistance to every form of change. Therefore the effects of organisational change on employees need to be assessed objectively originally initiating it. Literature reveals that, change is a source of feeling of threats, uncertainty, frustration, alienation and anxiety (Ashford 1998).Based on this, it is clearly seen that an organisation will be underperforming with such feelings from their employees. Employees best can never be achieved, they will be underproductive and it will negatively affect the organisation overall performance.How long will employees continue to work in this feeling of in bail due to organisational change becomes a major question in this fast dynamic business environment we live in? They concentrate more on their own cheat security rather than the organisation goals and objectives. Meeting self needs becomes employees senior high schooler priority rather than organisational needs because they cannot be guaranteed by the organisation how long their individual needs can be met. Job security becomes a threat to them.In todays business environment, more organisations are mingled in mergers while some go through the acquisition process. great numbers of employees become more insecure and uncertain about their ponders. This poses a serious threat to employees dependability to the organisation in achieving their goals and objectives. It is a natural response from the employee as defined by Abraham Maslow on mans hierarchy of needs. protective cover is a mans need not just a want, so employees pedigree security is a vital need to them. That is the reason why permanent wave staffs are far more likely to be dedicated to their job than temporary staffs who feel their contribution to the organisation may be halt at any time and with little or no conduct off by the organisation.Effectiveness and efficiency of employees, becomes a challenge to the management in order to achieve their goals and objectives. Although job performance is not strongly linked with job satisfaction but there could be resistance and unwillingness from the employees when their working condition are poor and unattended to by the management of the organisation they work for.According to Gateway Information Services, a New York consulting firm, 70% of all change programs fail due to employee resistance. Employees expect to form an organisational culture that creates a serious resistance to change because of high level of uncertainty in their job. Zaltman and Duncan, 1974 define resistance to change as any conduct that serves to maintain the status quo in the face of pressure to alter the status quo. The act of resistance to change described by Zaltman and Duncan, 1974 now becomes vivid the more, as long as level of uncertainties increases for the employee before and during organisational change. (Dent Goldberg, 1999) also define resistance to change as employees are not wholeheartedly embracing a change that management wants to implement.The effect and foreclose effect of organisational change management on employees can be a test of effectiveness and efficiency of management. Management needs to effectively manage organisational change.CHAPTER 3METHODOLOGY AND ANALYSIS3.1 INTRODUCTIONIn previous chapters, it is described that organisational change remains constant in every organisation and the rate of this change in todays business environment is ver y rapid. Many factors have been attached to the rapid occurrence of organisational change ranging from customers needs, technology, government policy, market flexibility, acquisition and mergers etc. Every stake holder in the organisation is modify one way or the other by the effect of this change. This prompts for an effective organisational change management. Effective organisational change management can then be assessed by degree at which management maximise the benefits and minimise the demerits of organisational change in achieving the goals and objectives of the organisation.Understanding that employees are active part of any organisation stakeholders, this research in this chapter takes a critical analysis on the effect of organisational change management on its employees.3.2 RESEARCH METHODIn carrying out this visit on the effect of organisational change management on its employees, the descriptive research method is used.This method is used because descriptive method co llates, test and validate information. Description emerges assumeing creative exploration, and serves to organize the findings in order to fit them with explanations, and then test or validate those explanations (Krathwohl, 1993).Types of research that can be categorized as descriptive are Surveys (questionnaires, Delphi method, references, normative), cause studies, job analyses, documentary analysis and developmental studies.The questionnaire was the type of descriptive method use in this project. It is used because of its response objectivity which base on the order of the systematised format of the questionnaire. It is also use because it gives opportunity to access information from people, who are free to express themselves and not time bound like interview or experiment.In safeing against sources demerit the four major potential errors were considered. These are sampling error, non-coverage error, non-response error, and metre error Any one of these sources of error may make the survey results unacceptable (Groves, 1989 Salant and Dillman, 1994 Dillman, 1991, 1999).Sampling error was defined as the degree to which the results from the sample deviate from those that would be obtained from the entire population, because of random error in the selection of respondent and the corresponding reduction in reliability (Alreck, 454). This was guarded against by making sure that the respondents are carefully chosen base on location which is their offices and dealing with the human resources department competitor support. Respondents were given a good time before collection to guard against bias.Non-response error occurs when the survey fails to get a response to one, or perhaps all, of the questions, (http//stats.oecd.org/glossary/detail.asp?ID=1835).This error was prevented by making the survey questions all of a sudden and non confrontational. Respondents concealing was also assured to allow their views to be expressed freely without any restrictions or fear of personal details.Non coverage error which occurs from exclusion of some units or entire section from the survey was prevented by giving contact chance to both new and old employees, although employees years of experience were considered in the survey in range forms.Measurement error is the real variety from the true score, and includes both random error and systematic error, (http//changingminds.org/explanations/research/measurement/measurement_error.htm). This was prevented by proper collection and collation process to eliminate data loss. Computations of response were repeated at different times to reduce any error in the measurement process. For easy calibration likert scale was introduced with mathematical value.3.2.1 straitsNAIRE DESIGNThe questionnaire is protrudeed to meet the aim of this research. Different standardised questionnaire in relation to employees view to organisational change and employee satisfaction were used. The questionnaire was also roleed considering factors that influence the acceptance or resistance of organisational change by employees discussed in originally chapters.The questionnaire is designed not concentrating on the sex of employees, either female or male, since the objective of the research was not concentrating on the effects of organisational change management on a particular gender. This was also do in the design to eliminate every form of bias perception from the respondents. The questionnaire is designed with equal representation for employees irrespective of their years of employment.The questionnaire consists of questions that directly address the aim of the research. That makes it short and prcised in designed. It is designed in order to increase the response rate. The questions in the questionnaire are closed ended questions in likert scale strongly dissent, protest, neither deem nor resist, suit, and strongly support. The proposed answers were also graded with strongly dis hit 5, Dis halt 4, Neither defy nor dissent 3, train 2, and strongly Agree 1. This was done for easy computing of data results from respondents. The closed ended questionnaire was used because it is easy to answer, easy to decode and timely.The questions began with comfortable non-threatening questions in order to make them welcoming for the respondents. It is designed to be interesting to the respondents and still goal lie. The printouts are clear enough for easy reading and questions were written in dispirit case and instructions in upper case.The questionnaires were pilot with colleagues at work, and project coordinator to assess its effectiveness in checking how long it takes to complete the questions, clarity of instructions, riddance of excessive vocabulary for easy understanding and elimination of non goal oriented questions. The average time to complete the questionnaire was five minutes. It specifically designed with such a little time frame because the respondents are suppos e meddling people and the value of their time if high importance to them and their employers.The questionnaire was change integrity into terce split, though not specified on it. The three parts are employees view about change, employees stage set towards change and lastly employees view about management effectiveness on organisational change management. The purpose of the first part is to understand better in employees accept not necessarily receive change. The purpose of the second part is to have understanding about the finis employees may react to change and their readiness towards it. The purpose of the third part is to see if employees have confidence in the management of their organisations in making effective decision in respect to their welfare and organisational change management.The design of the questionnaire includes cover earns which gives concise details about the dissertation, its importance and effective guide in filling the questionnaire. The cover letter was written in simple vocabulary for easy reading purpose.On the cover letter, secretiveness of respondent was guaranteed and my contact address was also inclusive in case of any further question. Respondents were also informed that filling the questionnaire was optional and I would still be glad to share the result with them either they respond to the questionnaire or not if they are interested.3.2.2 passNAIRE DISTRIBUTIONThe distribution of the questionnaire was done systematically to achieve a good timely result. The distribution process was divided into two parts, individual contacts and cooperate contact.The distribution process considered employees busy hours so as not to disturb them at work therefore luncheon hour was considered as a more convenient period for the distribution. Some were considered on individual bases at locations like train stations while waiting for their train, though the major distribution was during the lunch hour.The distribution to offices was done wi th the support of their human resources department. The employees were assured of their privacy despite the permission from their human resources department. All distribution was carried out with date of collection to facilitate the analysis of the questionnaire. Considering that response rates may be much lower than expected, follow up on the respondents was done through their contact or the human resources management department. The follow up were done by telephone calls and send e-mails for reminder on the collection date of the distributed questionnaires.3.2.3 QUESTIONNAIRE COLLECTIONCollection of the questionnaire is an important process in this research in order to have a good result. Questionnaires were collected at specified collection date as it was noted on the covering letter from the day of distribution. The answered survey by the respondents was arranged for data input into the computer. Microsoft excel application worksheet was use for the computation of the result.QUE STIONNAIREStrongly AgreeAgreeNeither Agreenor discord,Dis controlStrongly Disgree.Change is constant in every environmentRate of change is faster in todays business environmentorganisation adapts to changes quicklyEmployees are always comfortable for re breedingEmployees welcome organisational changeEmployees are victims of organisational changeEmployees concentrates more on their job than the security of their jobEmployees understand the organisational goals and objectivesManagement decisions on organisational change are effectiveManagement respects employee view in making decisionManagement consider employees as co-partner in achieving organisational goals and objectives.Management communicate effectively with staffManagement gives necessary training and support to enable staff to do their job moreeffectivelyManagement consider employees welfare during organisational changeTABLE 1.03.3 ANALYSIS by and by a successful collection of the survey from the respondents, examination of th e survey was then carried out to check if the questions were answered as requested on the covering letter of the questionnaire. Two thousand five hundred and seventy five questionnaires were answered as requested out of three thousand copies that were distributed. Twenty five were answered partially so they were not considered for the analysis, they were discarded.At the end of data input, the result is shown in the table belowStrongly DisagreeDisagreeNeither AgreenorDisagree,AgreeStrongly Agree.TOTALChange is constant in every environment00408024552575Rate of change is faster in todays business environment06123225252575Organisation adapts to changes quickly ascorbic acid1327927008512575Employees do welcome organisational change632 vitamin C03002483952575Employees are always comfortable for retraining2333556385498002575Employees are victims of organisational change2550 degree Celsius52518752575Employees concentrates more on their job than the security of their job1235800320200202575 Employees understand the organisational goals and objectives541177 carbon03255322575Management decisions on organisational change are effective12398005003062575Management respects employee view in making decision155560032550452575Management consider employees as co-partner in achieving organisational goals and objectives.1234800four hundred hundred412575Management communicate effectively with staff70012352006003402575Management gives necessary training and support to enable staff to do their job moreEffectively5326005006003432575Management consider employees welfare during organisational change132080030015342575TABLE 2.0The analysis was divided into three parts based on the design of the questionnaire which are employees view about change, employees readiness to change and thirdly, employees view about management effectiveness on organisational change management. Percentages of response by respondents are shown below.3.3.1 EMPLOYEES VIEW ABOUT CHANGEIn the table 2.0 above, employees view on change were asked in different ways. The result collated in percentage are shown belowQUESTION 1 CHANGE IS CONSTANT IN EVERY ENVIRONMENTStrongly agree = 2455/2575 * degree Celsius = 95.34%Agree = 80/2575* speed of light =3.11%Neither Agree nor Disagree = 40/2575 * speed of light = 1.55%Disagree = 0 = 0%Strongly Disagree = 0 %QUESTION 2 RATE OF CHANGE IS FASTER IN TODAYS short letterENVIRONMENTStrongly agree = 2525/2575 * ampere-second = 98.06%Agree =32/2575* snow =1.24%Neither Agree nor Disagree = 12/2575 *100 = 0.47%Disagree = 6 = 6/2575 * 100 = 0.23%Strongly Disagree = 0 %QUESTION 3 ORGANISATIONS ADAPTS TO CHANGES QUICKLYStrongly agree = 851/2575 *100 = 33.05%Agree =792/2575*100 =30.76%Neither Agree nor Disagree = 700/2575 *100 = 27.18%Disagree = 132/2575 * 100 = 5.13%Strongly Disagree = 100 /2575*100 = 3.88%3.3.2 EMPLOYEES READINESS TOWARDS CHANGEAnalysis of employees readiness to change was accessed based on their response to the survey question that dealt with it. The ir result is displayed in percentages belowQUESTION 1 EMPLOYEES DO WELCOME ORGANISATIONAL CHANGEStrongly agree = 395/2575 *100 = 15.34%Agree =248/2575*100 =9.63%Neither Agree nor Disagree = 300/2575 *100 = 11.65%Disagree = honey oil/2575 * 100 = 38.83%Strongly Disagree = 632/2575*100 = 24.54%QUESTION 2 EMPLOYEES ARE ALWAYS COMFORTABLE FOR trainStrongly agree = 800/2575 *100 = 31.07%Agree =549/2575*100 =21.32%Neither Agree nor Disagree = 638/2575 *100 = 24.78%Disagree = 355/2575 * 100 = 13.79%Strongly Disagree = 233/2575*100 = 9.05QUESTION 3 EMPLOYEES ARE VICTIMS OF ORGANISATIONAL CHANGEStrongly agree = 1875/2575 *100 = 72.82%Agree =525/2575*100 =20.39%Neither Agree nor Disagree = 100/2575 *100 = 3.83%Disagree = 50/2575 * 100 = 1.94%Strongly Disagree = 25/2575*100 = 0.97QUESTION 4 EMPLOYEES CONCENTRATES MORE ON THEIR billet THANTHE SECURITY OF THEIR JOBStrongly agree = 20/2575 *100 = 0.78%Agree =200/2575*100 =7.77%Neither Agree nor Disagree = 320/2575 *100 = 12.43%Disagree = 800/2 575 * 100 = 31.07%Strongly Disagree = 1235/2575*100 = 47.96%QUESTION 5 EMPLOYEES UNDERSTAND THE ORGANISATIONAL GOALSAND OBJECTIVESStrongly agree = 532/2575 *100 = 20.66%Agree =325/2575*100 =12.62%Neither Agree nor Disagree = 1000/2575 *100 = 38.83%Disagree = 177/2575 * 100 = 6.87%Strongly Disagree = 541/2575*100 = 21.01%3.3.3 EMPLOYEES VIEW ABOUT vigilance EFFECTIVENESS ONORGANISATIONAL CHANGEQUESTION 1 MANAGEMENT DECISIONS ON ORGANISATIONAL CHANGEARE EFFECTIVEStrongly agree = 6/2575 *100 = 0.23%Agree =30/2575*100 =1.17%Neither Agree nor Disagree = 500/2575 *100 = 19.42%Disagree = 800/2575 * 100 = 31.07%Strongly Disagree = 1239/2575*100 = 48.12%QUESTION 2 MANAGEMENT RESPECTS EMPLOYEE VIEW IN MAKINGDECISIONStrongly agree = 45/2575 *100 = 1.75%Agree =50/2575*100 =1.94%Neither Agree nor Disagree = 325/2575 *100 = 12.62%Disagree = 600/2575 * 100 = 23.30%Strongly Disagree = 1555/2575*100 = 48.12%QUESTION 3 MANAGEMENT CONSIDER EMPLOYEES AS CO-PARTNER INACHIEVING ORGANISATIONAL GOALS AND OBJECTIVES.Strongly agree = 41/2575 *100 = 1.59%Agree =100/2575*100 =3.88%Neither Agree nor Disagree = 400/2575 *100 = 15.53%Disagree = 800/2575 * 100 = 31.07%Strongly Disagree = 1234/2575*100 = 47.92%QUESTION 4 MANAGEMENT COMMUNICATE EFFECTIVELY WITH plyStrongly agree = 340/2575 *100 = 13.20%Agree =600/2575*100 =23.30%Neither Agree nor Disagree = 200/2575 *100 = 7.77%Disagree = 1235/2575 * 100 = 47.96%Strongly Disagree = 700/2575*100 = 27.18%QUESTION 5 MANAGEMENT GIVES NECESSARY TRAINING AND SUPPORTTO ENABLE STAFF TO DO THEIR JOB MORE EFFECTIVELYStrongly agree = 343/2575 *100 = 13.32%