ANALYSIS OF ATTITUDES AND BEHAVIOURS OF EMPLOYEES TOWARDS ORGANISATIONAL CHANGE: INTRODUCTION(2)

Literature reveals individuals as the centre of analysis for the success of organisational change programs (Judge et al., 1999). In this regard many predictors like knowledge and skills, social relations in the workplace, organisational culture, management leadership relationships, logistical and occupational risks of change, ability to cope with change, to solve job related problems, social support; active vs. passive job; job demands, self-efficacy, appropriateness, management support, and personal valence (Hanpachern et al., 1998; Cunningham et al., 2002; Miller et al., 2006; Holt et al., 2007). Eventually, relationships between employee and employer may be developed on the basis of the work environment that can stimulate the individual to utilize his/her abilities, efforts, experiences and skills. The work environment may support employees to develop commitment with the organisation because s/he sees the possibility of accomplishing their desires, needs and future expectations. By achieving these desires and needs employees may accept or develop positive attitudes and behaviours towards organisational change. On that basis this research set out to examine the employee attitudes and behaviours using supervisor and peer relations factor along with demographic characteristics. Relationship between supervisor and peer in literature has been found to transform knowledge from individual to individual, groups and organisation (Peroune, 2007). Thus the level of behaviour of the supervisor and peer found important for improvement, innovation and job satisfaction (Fullan and Pomfret, 1977; Deal and Celloti, 1980).

This study was conducted in a developing country i.e. India where work environment factors are important than in other countries for developing employees’ positive attitudes and behaviours (Alvi and Ahmed, 1987; Chang, 1999). Indeed, developing country like India is struggling with high inflation, low growth, increased population, economic instability, new industrialisation and decentralisation (Nadvi and Robinson, 2004). The above highlights the need for research in the context of developing countries particularly in India, where the readiness predicators for change may be influenced by different socioeconomic, political, religious and cultural factors (Fatima, 2002).

Representative APR 391%

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