ANALYSIS OF ATTITUDES AND BEHAVIOURS OF EMPLOYEES TOWARDS ORGANISATIONAL CHANGE: DISCUSSION

DISCUSSION

This research study is related to examine the employee attitudes, beliefs, and behaviours to readiness for organisational change. The relationship between supervisor and peer relations and demography characteristics to employee readiness for organisational change was the focus of the research. By applying survey questionnaire, overall results of the scales were found reliable, as indicated by Cronbach’s alpha (_ =.87), which shows high internal consistency among various scales included in this survey questionnaire. However, reliability of individual scales was different from each other in which readiness for change scales reliability (_ =.82) and supervisor and peer relation factor reliability (_ =.85). For data collection, a random sampling was carried out among full time employees of 33 public sector institutions. Of the 100 questionnaires distributed, 55 were returned, indicating response rate of 55%. In this study two hypotheses were developed on the basis of relationship between independent variables i.e. supervisor and peer relations and demographic characteristics and dependent variable i.e. readiness for organisational change. Both hypotheses namely (H1 and H2) were accepted. The general findings from this study reveal that supervisor and peer relation and employee demographic characteristics were considered to be predictive employee readiness predictor for organisational change.

The first factor was used supervisor and peer relation which is related to the attitudes and behaviours of employees (Gaertner and Nollen, 1989; Chang, 1999; Goulet and Singh, 2002). The notable finding of this study was that employees are open and ready to accept change by supervisor and peer support. In previous research, this factor was investigated employee attitudes and behaviours for career commitment and found positive and significant results. In this research first time this factor was used to know the employee attitudes and behaviours regarding organisational change and results supported hypothesis (H1) that supervisor and peer relations has positive impact on readiness for organisational change. According to Madsen et al. (2005, p-228) positive feeling, attitudes, and perceptions of workplace peers, subordinates, and even supervisors may facilitate an environment more conducive to individual willingness and openness for organisation change. Our study also found that employees who had positive relationships with his/her supervisor and peer felt more open and ready for organisational change. The relationships between the research factors and demographic characteristics were interesting as there was relationship between an employees’ number of dependents and readiness for organisational change. In literature no such relationship was found except Madsen et al. found that more children to employee had the more openness for organisation change. Our study also found that employees who had more dependents felt more open and ready for organisational change. Other correlations include present employment status and readiness for change and marital status and supervisor and peer relations. In previous research, what researchers have revealed literature this relation was not investigated. In this research first time this relation was found regarding employee attitudes and behaviours. Thus it is important to note that younger employee is more ready and open for organisational change than to older. In addition it is important to note that employee who are married have a strong relationships to their supervisor and peer in the organisation.

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