The implementation of a clear change management plan assists employees in remaining committed to the organisation

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.