The impact of change management on role conflict, role ambiguity and job satisfaction in a transport organisation

Abstract

Organisations and job content will continually change irrespective of the employee or job context. The ability to understand, initiate and manage change is therefore, an essential skill for any change agent. The general aim of this research was to investigate the impact of change management on role conflict, role ambiguity and job satisfaction. "Change management", "role conflict", "role ambiguity" and "job satisfaction" were conceptualised. This change process was described and the effect of change management on role conflict, role ambiguity and job satisfaction was determined. Instruments for measuring these concepts were administered among 116 employees who have been subjected to extensive organisational change within a large transport organisation. It was found that change management has a significant impact on role conflict, role ambiguity and job satisfaction. The change management process used in this research potentially enables Human Resources managers and change agents to reduce role conflict, role ambiguity and job satisfaction during large scale organisation change.