MEASURING EMPLOYEE READINESS TO CHANGE:A CASE STUDY OF AN ORGANIZATION IN MYANMAR
Article Sidebar
Main Article Content
Abstract
The study aims to measure the level of individual readiness to change of the government enterprises in Myanmar, which are going to be independent. The research has been evidence of why the organizations need to have changed. This study is adopted the quantitative analysis so that a structured-survey questionnaire is applied for data collection.
The finding of the results indicate that the core self-evaluation and some demographic factors significantl related to the individual readiness to change. Moreover, the context characteristics and work attitude have a significan relationship to the readiness to change through the perceived impact of change. The result of this study could point to the organization to consider the importance of readiness level in the implementation of the organizational change.
Article Details
I and co-author(s) certify that articles of this proposal had not yet been published and is not in the process of publication in journals or other published sources. I and co-author accept the rules of the manuscript consideration. Both agree that the editors have the right to consider and make recommendations to the appropriate source. With this rights offering articles that have been published to Panyapiwat Institute of Management. If there is a claim of copyright infringement on the part of the text or graphics that appear in the article. I and co-author(s) agree on sole responsibility.
References
Abrahamson, E. (2000). Change without pain. Harvard Business Review, 78(4), 9-79.
Armenakis, A., Harris, S. & Mossholder, K. (1993). Creating readiness for organizational change. Human Relations, 46(6), 681-703.
Armenkis, A. & Harris, S. (2002). Crafting a Change Message to create transformational readiness. Journal of Organizational Change Management, 15(2), 169-183.
Baron, R. M. & Kenny, D. A. (1986). The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, strategic, and Statistical Considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
Burnes, B. (2009). Managing Change: A Strategic Approach to Organizational Dynamics (5th ed.). England: Pearson Education.
Burke, W. W. (2002). Organization change: Theory and practice. Thousand Oaks, CA: Sage Publications.
Chonko, L. (2004). Organizational readiness for change, individual fear of change, and sales managers’ performance: an empirical investigation. Journal of personal selling and sales management, 24(1), 7-17.
Cunningham, C., Woodward, C., Shannon, H., MacIntosh, J., Lendrum, B. & Rosenbloom, D. (2002). Readiness for organizational change: a longitudinal study of workplace, psychological and behavioural correlates. Journal of Occupational and Organizational Psychology, 75(4), 377-392.
Drucker, P. F. (1999). Management Challenges for the 21st Century (1st ed.). New York: HarperCollins Publishers.
Eby, L., Adams, D., Russell, J. & Gaby, S. (2000). Perceptions of organizational readiness for change: factors related to employees’ reactions to the implementation of team-based selling. Human Relations, 53(3), 419-442.
Gleick, J. (1987). Chaos: Making a New Science. London: Sphere Book.
Herold, D. M., Fedor, D. B., Caldwell, S. & Liu, Y. (2008). The effects of transformational and change leadership on employees’ commitment to change: A multilevel study. Journal of Applied Science, 93, 346-357.
Holbeche, L. (2006). Understanding Change Theory, Implementation and Success (1st ed.). Oxford: Roffey Park Management Institute.
Holt, D. T., Armenakis, A. A., Feild, H. S. & Harris, S. G. (2007). Readiness for Organizational Change: The Systematic Development of a Scale. The Journal of Applied Behavioral Science, 43(2), 232-255.
Martin, A., Jones, E. & Callan, V. (2006). Status differences in employee adjustment during organizational change. Journal of Managerial Psychology, 21(1/2), 145.
McKinsey & Company. (2008). Organizing for successful change management: a McKinsey global survey. McKinsey Quarterly, July.
Oreg, S., Vakola, M. & Armenakis, A. (2011). Change recipients’ reactions to organizational change: a sixty-year review of quantitative studies. Journal of Applied Behavioral Science, 47(4), 461-524.
Shah, N. & Shah, S. G. (2010). Relationships between employee readiness for organisational change, supervisor and peer relations and demography. Journal of Enterprise Information Management, 23, 640-652.
Smith, I. (2005). Achieving readiness for organizational change. Library Management, 26(6/7), 408.
Vakola, M. (2014). What’s in there for me? Individual readiness to change and the perceived impact of organizational change. Leadership & Organization Development Journal, 35, 195-209.
Vakola, M., Oreg, S. & Armenakis, A. (2013). Reactions to organizational change from an individualdifferences perspective: a review of empirical research. Cambridge: Cambridge University Press.
Wanberg, C. R. & Banas, J. T. (2000). Predictors and Outcomes of Openness to Changes in a Reorganizing Workplace. Journal of Applied Psychology, 85(1), 132-142.
Win, P. (2015). An overview of Higher Education in Myanmar. University Services Csnter (UNISERVE).
