In organisations, supervisor and peer relationships have been applied to understand employees’ attitudes and behaviours. Relationship between supervisor and peer in literature has been found to transform knowledge from individual to individual, groups and organistion (Peroune, 2007). It is commonly regarded as one’s belief in the importance of hard work and frugality (Morrow, 1993). This relationship is useful to understand the employee’s intention when s/he applied to re mapped the work commitment constellation (Morrow, 1993). Goulet and Singh applied this term to know employee attitudes and behaviours regarding career commitment and found positive results. 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). With the help of supervisor and peer relations, this study is based on the assumption that employee who are working together have affect on each other’s behaviour (Montgomery and Seefeldt, 1986). Thus researchers have developed the following hypothesis to examine employee attitudes and behaviours towards organisational changes.

H1: There is a significant positive relationship between supervisor and peer relations and employee readiness for organisational change.

Apart from the above predictor, demography may also play an important role in the domain of organisational behaviour. To develop individual attitudes and behaviours this factor is to be counted as an imperative for developing individual’s cognition. In the literature these factors are known as extra related or family situation factors and include different variables like age, gender, marital status, tenure in company, tenure in position, job status, spouse, children, education (Mottaz, 1988; Madsen et al., 2005). In organisational behaviour domain, this factor has a mixed response on individual decisions. Aryee and Tan describe that family situations do not have any significant effect on attitudes and behaviours towards career commitment. But most researchers and practitioners claim that extra work related factors commonly affect attitudes and behaviours because of family dependency (Blau, 1985; Madsen et al., 2005). However, with increasing dependency and the associated need for psychological attachment, employees may actually become more positive towards the organisational change (Madsen et al., 2005). On the basis of this conception researcher intends to examine the following hypothesis that may relate with employee readiness for organisational change.

H2: There is a significant positive relationship between demography and employee readiness for organisational change.


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