Abstract:
The concept of change is not unfamiliar to organisations, however, the
implementation of change within organisations would appear to remain challenging
to most organisations; especially as experiences of change can differ amongst
stakeholders. McNulty (2007: 7) defines change management as “…the purposeful
and proactive discipline associated with anticipating and facilitating people’s
response to change, and reducing the resistance which hijacks change initiatives.”
A clearer understanding of what the factors are that influence these perceptions can
be expected to help improve the success rate of change.
This study looks at five cases of organisational change and considers how the
respondents have perceived the implementation of change within their
organisations. As the research sought to investigate people’s perceptions and
experience of change, a qualitative study was conducted. Data was collected via
semi-structured interviews, a confidential questionnaire and through a review of
organisational documentation where available.
The research aimed to investigate whether the implementation of a clear change
management plan could be seen to assist employees in remaining committed to the
organisation. The research was broken down into the following three objectives:
- To determine how the management of change in organisations impacted on
individuals’ perceptions of change,
- To investigate the problems experienced during the implementation of recent
changes, and
- To determine what support employees required during the change process.
While time and access constraints were a concern, especially at the time of data
collection, adjustments to the sample population were made to accommodate these
constraints. Due to the nature of the investigation, confidentiality was a critical
consideration, especially for individuals that were not necessarily in agreement with
the reasons for or methods used to implement change. It was felt that the interview
and questionnaire respondents from the five organisations were comfortable to
express their views of the changes openly and candidly. The results showed that where organisations did not adopt a specific change
management methodology, there was a greater incidence of problems arising within
the workforce and change was more likely to be experienced negatively. Negativity
could be seen to be fuelled by how people perceived the content and context of
change which in turn impacted on the way they responded to the changes. The
overall perceptions ranged from negative to positive and a link could be seen to
emerge between this perception and the approach to change adopted. Where
change was not well managed, there were a number of management and
communication problems cited along with high levels of uncertainty and insecurity
and worrying levels of employee turnover. Regardless of how change was
managed, the results showed that change increases the workload of employees,
which can lead to stress-related problems. Many of these obstacles, however, can
be overcome with proper planning, thorough preparation and the provision of
support. Respondents viewed strong, consistent, engaged and communicative
leadership as crucial to their support.
The disruption to, and insecurity experienced within the workforce, as a result of
change should not be underestimated, even if the change is viewed positively.
Implementing change without a clear plan risks overlooking key workforce concerns
and, is in effect, setting up the change initiative for resistance, or failure. Change, at
whatever level, affects the terms of the relationship between the organisation and its
workforce. If not well handled, this relationship deteriorates resulting in behaviours
consistent with low levels of commitment. The provision of support can be seen as
a means of renegotiating these terms, so that individuals are able to make sense of
the changes and continue to feel a connection to the organisation.
The report concludes with recommendations for improving the way change is
managed. Critically change management should not be tackled by managers that
are not fully equipped to deal with the uncertainties and insecurities that tend to
result. Organisations undergoing changes to their cultures, values and strategic
direction would be advised to carefully consider the degree of difference between
the existing and proposed culture, values or strategy, and thereafter embark on a
comprehensive communication drive, to establish a shared understanding, before implementing any changes.
