Perceptions of employees on organizational change in a beverage company (Bevco)
Date
2019
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Abstract
Organisations need to change in order to remain in business as change is driven by
macroeconomic market maturation, competitiveness, cost-creep or the desire to improve.
Change affects individuals as well as entire organisations However, the extent of the impact
varies depending on size and time lapsed. Change affects individuals and the reaction
towards change differs from time to time as some employees tend to accept change and
others resist change. This study aimed to understand how employees react towards
organisational change and or how their perceptions influence employee support or
resistance to change of the beverage company (Bevco), as well as key success factors for
change. Questionnaires were designed and issued to all employees, and a 90% response
rate was acquired. The responses were captured and analysed based on data collected.
The study found a relationship between perception and or support for change, as well as
for resistance to change, after analysing control variable as well as dependant and
independent variables. From the study, the recommendation was that change
communication must be done with individuals directly affected by change. Thereafter with
those who are indirectly affected, especially when restructuring. The researcher
recommended that once the change implementation is complete, information to that effect
must be shared with employees to ensure that employees are settled after the change
implementation. In a unionised environment, engagement needs to involve more
stakeholders, not only the union representation. It is recommended that management must
not only focus on implementation, but must also consider offering employees the means to
deal with change.
Description
Masters Degree. University of KwaZulu-Natal, Durban.