ANALYSIS OF ATTITUDES AND BEHAVIOURS OF EMPLOYEES TOWARDS ORGANISATIONAL CHANGE: INTRODUCTION(1)

INTRODUCTION(1)

The growing globalisation of business and increasing competition and technological advancement has led to an increasing need to change organisational policies and strategies (Hampel and Martinsons, 2009). The pace of challenges is increasing and thus organisational change is considered unavoidable (Drucker, 1999). In organisation, most problems and challenges are generated by competition, advanced technology, mergers, expansion, product quality maintenance, or enhancing employee efficiency on the one hand and rapid growth, new business ventures, exciting opportunities, innovations, and new leadership and management approaches on the other (Madsen et al., 2005, p-213). To overcome these challenges, organisations are often under pressure for survival and stay competitive in future. In such adverse environment, employee attitudes and behaviours to accept organisational change is considered important for management and change agents for successful organisational change (Armenakis et al., 1993; Bernerth, 2004).

In fact, organisational change examines the capabilities of managers, employees and work environment. It affects employee attitudes and behaviours because of transferring a situation from the known to the unknown which can build up uncertainty, strain and anxiety among employees. Domain researchers focused on change that may have a serious negative impact on employee attitudes and productivity (Weber and Weber, 2001). Thus creating employee positive attitudes and behaviours researchers advocated on employee readiness as an important and dominant factor for promoting effective and successful organisational change programmes (Eby et al., 2000; Bernerth, 2004; Rafferty and Simon, 2006; Bareil et al. 2007). The dynamic concerned with organisational change is managing it effectively and successfully (Hanpachern et al., 1998). Thus managers, change agents, and researchers are anxious to deal with employees within organisations through readiness predictor variables.

Representative APR 391%

Let's say you want to borrow $100 for two week. Lender can charge you $15 for borrowing $100 for two weeks. You will need to return $115 to the lender at the end of 2 weeks. The cost of the $100 loan is a $15 finance charge and an annual percentage rate of 391 percent. If you decide to roll over the loan for another two weeks, lender can charge you another $15. If you roll-over the loan three times, the finance charge would climb to $60 to borrow the $100.

Implications of Non-payment: Some lenders in our network may automatically roll over your existing loan for another two weeks if you don't pay back the loan on time. Fees for renewing the loan range from lender to lender. Most of the time these fees equal the fees you paid to get the initial payday loan. We ask lenders in our network to follow legal and ethical collection practices set by industry associations and government agencies. Non-payment of a payday loan might negatively effect your credit history.

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