Changes in employee perceptions during organizational change

Abstract

This study explored employee trust in management, perceptions of supervisory support for improvement, and perceptions of organizational readiness for change during a planned organizational change effort. Employee data were gathered at two time periods six months apart. Time 1 data were collected just prior to the start of a major change initiative. Time 2 data were collected six months after the change was initiated. Results show a significant increase in supervisory support for improvement and perceptions of organizational readiness for change from time 1 to time 2. Findings also suggest that differences in perceptions of supervisory support for improvement and organizational readiness for change along with trust in management were moderated by goal clarity, employee participation, autonomy, and feedback. Practical implications of these findings are discussed.

Citation

Weber, P.S. and Weber, J.E. (2001), "Changes in employee perceptions during organizational change", Leadership & Organization Development Journal, Vol. 22 No. 6, pp. 291-300. https://doi.org/10.1108/01437730110403222