Perceptions of employees on organizational change in a beverage company (Bevco)

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.