A comparative study evaluating the individual employee response to a planned organisational change effort

Abstract

This study attempts to investigate one of the most cited reasons for the failure of organisational change efforts: individual resistance to change. It also seeks to determine what personal manifestations need to exist in order for an organisation to adequately establish the extent to which a proposed change effort will yield a successful outcome. This was evaluated through the job constructs of communication, job-insecurity, participation, procedural justice and trust. The research also Management and Change Agent roles within the change process to determine whether this had an impact on the individual change experience at a cognitive and behavioural level. In a South African Motor Manufacturing company data was obtained from 306 respondents. The findings clearly indicate that a positive experience of the job constructs is likely to result in positive individual change which will result in a successful implementation and sustainability of the change initiative.