The effects of organisational change on employee motivation in Eskom, Kwa-Zulu Natal Customer Services (Integrated Demand Management)

Abstract

Abstract This study evaluated the effects of organizational change on staff motivation at Eskom Kwa-Zulu Natal Customer Service (Integrated Demand Management), which is a South African state-owned company (SOC). Organisations are persistently trying to implement both planned and unplanned organizational change management strategies to remain in competition. Eskom is expected to have a well-planned organizational change management strategy due to the monopolistic advantage they have in South Africa within the generation, transmission, distribution of electricity and customer services. Organizational change management has become so challenging to maintain due to more attention that must be paid to employees (Muathe, 2016). This study reviewed the origin of change management as well as the employee motivation. This study used the questionnaires with a sample of employees from Eskom KZN Customer Service, Integrated Demand Management. A descriptive method research design was used, and it involved in depth collecting and analysis of data. A sample of 98 Eskom employees from a target population of 130 employees was used. The research data collection method was conducted using the quantitative data technique. The data was collected from multiple cases, such as published journals, Eskom published reports and other related credible online publications. Findings indicated that there is a positive relationship between organisational change and employee motivation. This has been tested using both Pearson and Spearman correlations.