Understanding Employee Readiness for Change in Organizations
Author Information
Author(s): Köhler Alina, Ritter Marie, Kauffeld Simone
Primary Institution: Technical University Braunschweig, Germany
Hypothesis
Can organizational readiness for change (ORC) be classified into distinct profiles based on employee characteristics and perceptions?
Conclusion
The study identified six distinct profiles of organizational readiness for change, which differ significantly in terms of employee perceptions and behaviors.
Supporting Evidence
- Employees' optimism and perceived fairness predict their readiness for change.
- Profiles significantly differ in job satisfaction and intention to leave.
- The study provides a new typology that integrates cognitive, affective, and behavioral aspects of readiness for change.
Takeaway
This study found that employees react differently to changes at work, and understanding these reactions can help companies support their staff better during transitions.
Methodology
Latent Profile Analysis was used to identify distinct profiles of organizational readiness for change among employees.
Potential Biases
Self-reported data may introduce bias, as responses could be influenced by personal perceptions rather than objective measures.
Limitations
The sample was predominantly male and may not represent other industries or gender distributions, and the small size of some profiles may limit the generalizability of the findings.
Participant Demographics
The average age of participants was 40 years, with 98% male, 1% female, and 1% diverse; 42% were leaders.
Statistical Information
P-Value
p<0.001
Statistical Significance
p<0.05
Digital Object Identifier (DOI)
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