An evaluation of the organizational communication of a performance management system in the city of Windhoek
- Authors: Shilongo, Johannes Angula
- Date: 2012
- Subjects: Communication in organizations -- Namibia -- Windhoek Performance -- Management -- Namibia -- Windhoek Personnel management -- Namibia -- Windhoek Organizational change -- Namibia -- Windhoek Organizational behavior -- Namibia -- Windhoek
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:788 , http://hdl.handle.net/10962/d1003909
- Description: This study evaluated how the communication of the new performance management system by the City of Windhoek influenced the beliefs of its employees and consequently to determine the effects of the communication process on the degree to which buy-in and readiness is created. Armenakis, Harris and Field's (1999) five element model of examining the change recipient's beliefs, namely, discrepancy, appropriateness, principal support, efficacy, and valence was used as a framework for this study. These beliefs play a major role in affecting behaviours of the change recipients (employees) toward the implementation of a new change initiative in an organisation. Discrepancy involves assessing if employees believe that a need for change does really exist in the organization. Appropriateness seeks to find out from the change recipients whether the performance management system being introduced in the organization is an appropriate reaction to the need and the vision of the organisation. Principal support describes the support from change agents and opinion leaders for the organizational change. Efficacy refers to a belief in one's capabilities to organize and execute the courses of action required to produce given attainments. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. Literature on organizational change, organizational communication and change implementation were used, to gain and highlight insights regarding the role of change communication during change implementation, and to provide the conceptual framework for the research design and analysis. A single case study research method was used under a mixed research paradigm. The study used a survey questionnaire that was sent to 711 employees; a sufficient and representative 202 questionnaires were returned from all levels of the organization, yielding a response rate of 22.4%. In addition, three focus group interviews of a representative cross section of staff were conducted as also document analysis to collect data for the study. The summative average percentages of levels of agreements and disagreements of the respondents for each of the five change recipient's beliefs indicate a fairly high degree of agreement (buy-in) and considerably low degree of disagreement (resistance) among the respondents to nearly all five change recipient's beliefs. Discrepancy received the highest degree of agreement (buy-in) 84%; efficacy received 73%, appropriateness 66% and valence 59% whereas principal support scored the lowest degree of agreement of about 40% of the respondents. Despite the high degree of agreement (buy-in) for these elements, there was also a notable number of the respondents who neither agreed nor disagreed to some of the five change recipient's beliefs. In particular, principal support had 38%, valence had 28%, and appropriateness had 22% who neither agreed nor disagreed. The degree of disagreement (resistance) is relatively low in almost all five change recipient‟s beliefs except for principal support which indicated slightly higher levels of disagreement (19%). The results of the study indicate that the communication methods e.g., the road show, leaflets and brochures, discussions and training sessions used during the pre-implementation phase of the new performance management system influenced the change recipient‟s beliefs on the discrepancy for the new performance management system. The evidence is that these communication methods and actions helped to create a sense of urgency and the need to implement a new performance management system among employees. The new performance management system was also believed to be appropriate and its appropriateness was justified through the use of various communication methods which provided detailed explanations on how the new performance management system was different to the earlier performance appraisal system. Notwithstanding the belief in the appropriateness of the new performance management system, the study found that the absence of such a performance management system over a long period of time had cultivated a hidden but unifying shared set of values, beliefs and assumptions among employees that seem not to fit or be suitable to the demands of the new performance management system and the current challenges facing the organization. The employees themselves noted this discrepancy. Hence, they argued, there is a need to bring about new culture with new sets of values, beliefs and assumptions that will better suit and support the current demands facing the organisation and its members. The study found that although employees significantly believe that they have high levels of personal self-efficacy, the change message that was communicated to them did not in itself appear to help to create and further develop this employee self-efficacy. The change message mainly focussed on the need for training, and the design of job descriptions and technical aspects of the performance management system. The study revealed that the employees' belief in principal support of the new performance management system was that principal support was seen as less than sufficient or not as evident as they would have liked. Employees remarked that principal support was only conveyed during the initial stage of communication, thereafter, principal support from senior management was seen to have declined throughout the pre-implementation phase. Nonetheless, immediate supervisors and managers were believed to more supportive than senior management. The literature points to a lack of belief in principal support as an important cause of a loss momentum in change initiatives, which in turn may result in cynicism and greater resistance, especially by those who have vested interest in maintaining the status quo. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. The results show that respondents have mixed beliefs about the personal benefits associated with the new performance management system. Thus, 63% of the respondents believe that it will benefit them, 75% believe that it will increase their self fulfilment, 68% believe that it will increase their feeling of accomplishment, 45% believe that their fringe benefit will remain the same after it is implemented, and 58% believe that they could earn high performance return. However, the result also shows that there are still many respondents who neither agree nor disagree to the presence of personal valance with regard to the new performance managements system. This study established that the use of various communication methods persuaded the majority of the City of Windhoek employees to view the new performance management system overall in a favourable light. However, interviewees criticised the communications process on the grounds that most of these methods were only used once and were not repeated, as they would have liked. Lessons on this item from other change studies are that when communicating new change initiatives, change agents should use different methods of communication and as many times as possible to influence the belief of employees. This report is structured as follows: Section 1 provides an abstract and introduction to the study. Section 1.2 presents a brief review of core theories and recent empirical studies relevant to the research problem. Section 1.3 provides a description of the research method followed in addressing aim and objectives of this study. Section 1.4 presents the results of the evaluation report and section 1.5 discusses the findings and make conclusive recommendations. Section 2 of this study complements subsection section 1.2 (in section 1) with a more detailed review of the literature on organizational change, organizational communication and change implementation. This more detailed review was conducted before the field work and write up of Section 1. The literature incorporated into Section 1 was distilled from this more detailed review. Similarly, Section 3 of this study complement subsection 1.3 (of section 1) with an extended description of the research design and research procedure followed in the study.
- Full Text:
- Authors: Shilongo, Johannes Angula
- Date: 2012
- Subjects: Communication in organizations -- Namibia -- Windhoek Performance -- Management -- Namibia -- Windhoek Personnel management -- Namibia -- Windhoek Organizational change -- Namibia -- Windhoek Organizational behavior -- Namibia -- Windhoek
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:788 , http://hdl.handle.net/10962/d1003909
- Description: This study evaluated how the communication of the new performance management system by the City of Windhoek influenced the beliefs of its employees and consequently to determine the effects of the communication process on the degree to which buy-in and readiness is created. Armenakis, Harris and Field's (1999) five element model of examining the change recipient's beliefs, namely, discrepancy, appropriateness, principal support, efficacy, and valence was used as a framework for this study. These beliefs play a major role in affecting behaviours of the change recipients (employees) toward the implementation of a new change initiative in an organisation. Discrepancy involves assessing if employees believe that a need for change does really exist in the organization. Appropriateness seeks to find out from the change recipients whether the performance management system being introduced in the organization is an appropriate reaction to the need and the vision of the organisation. Principal support describes the support from change agents and opinion leaders for the organizational change. Efficacy refers to a belief in one's capabilities to organize and execute the courses of action required to produce given attainments. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. Literature on organizational change, organizational communication and change implementation were used, to gain and highlight insights regarding the role of change communication during change implementation, and to provide the conceptual framework for the research design and analysis. A single case study research method was used under a mixed research paradigm. The study used a survey questionnaire that was sent to 711 employees; a sufficient and representative 202 questionnaires were returned from all levels of the organization, yielding a response rate of 22.4%. In addition, three focus group interviews of a representative cross section of staff were conducted as also document analysis to collect data for the study. The summative average percentages of levels of agreements and disagreements of the respondents for each of the five change recipient's beliefs indicate a fairly high degree of agreement (buy-in) and considerably low degree of disagreement (resistance) among the respondents to nearly all five change recipient's beliefs. Discrepancy received the highest degree of agreement (buy-in) 84%; efficacy received 73%, appropriateness 66% and valence 59% whereas principal support scored the lowest degree of agreement of about 40% of the respondents. Despite the high degree of agreement (buy-in) for these elements, there was also a notable number of the respondents who neither agreed nor disagreed to some of the five change recipient's beliefs. In particular, principal support had 38%, valence had 28%, and appropriateness had 22% who neither agreed nor disagreed. The degree of disagreement (resistance) is relatively low in almost all five change recipient‟s beliefs except for principal support which indicated slightly higher levels of disagreement (19%). The results of the study indicate that the communication methods e.g., the road show, leaflets and brochures, discussions and training sessions used during the pre-implementation phase of the new performance management system influenced the change recipient‟s beliefs on the discrepancy for the new performance management system. The evidence is that these communication methods and actions helped to create a sense of urgency and the need to implement a new performance management system among employees. The new performance management system was also believed to be appropriate and its appropriateness was justified through the use of various communication methods which provided detailed explanations on how the new performance management system was different to the earlier performance appraisal system. Notwithstanding the belief in the appropriateness of the new performance management system, the study found that the absence of such a performance management system over a long period of time had cultivated a hidden but unifying shared set of values, beliefs and assumptions among employees that seem not to fit or be suitable to the demands of the new performance management system and the current challenges facing the organization. The employees themselves noted this discrepancy. Hence, they argued, there is a need to bring about new culture with new sets of values, beliefs and assumptions that will better suit and support the current demands facing the organisation and its members. The study found that although employees significantly believe that they have high levels of personal self-efficacy, the change message that was communicated to them did not in itself appear to help to create and further develop this employee self-efficacy. The change message mainly focussed on the need for training, and the design of job descriptions and technical aspects of the performance management system. The study revealed that the employees' belief in principal support of the new performance management system was that principal support was seen as less than sufficient or not as evident as they would have liked. Employees remarked that principal support was only conveyed during the initial stage of communication, thereafter, principal support from senior management was seen to have declined throughout the pre-implementation phase. Nonetheless, immediate supervisors and managers were believed to more supportive than senior management. The literature points to a lack of belief in principal support as an important cause of a loss momentum in change initiatives, which in turn may result in cynicism and greater resistance, especially by those who have vested interest in maintaining the status quo. Valence refers to the intrinsic and extrinsic attractiveness (from the change recipient's perspective) associated with the perceived outcome of the change. The results show that respondents have mixed beliefs about the personal benefits associated with the new performance management system. Thus, 63% of the respondents believe that it will benefit them, 75% believe that it will increase their self fulfilment, 68% believe that it will increase their feeling of accomplishment, 45% believe that their fringe benefit will remain the same after it is implemented, and 58% believe that they could earn high performance return. However, the result also shows that there are still many respondents who neither agree nor disagree to the presence of personal valance with regard to the new performance managements system. This study established that the use of various communication methods persuaded the majority of the City of Windhoek employees to view the new performance management system overall in a favourable light. However, interviewees criticised the communications process on the grounds that most of these methods were only used once and were not repeated, as they would have liked. Lessons on this item from other change studies are that when communicating new change initiatives, change agents should use different methods of communication and as many times as possible to influence the belief of employees. This report is structured as follows: Section 1 provides an abstract and introduction to the study. Section 1.2 presents a brief review of core theories and recent empirical studies relevant to the research problem. Section 1.3 provides a description of the research method followed in addressing aim and objectives of this study. Section 1.4 presents the results of the evaluation report and section 1.5 discusses the findings and make conclusive recommendations. Section 2 of this study complements subsection section 1.2 (in section 1) with a more detailed review of the literature on organizational change, organizational communication and change implementation. This more detailed review was conducted before the field work and write up of Section 1. The literature incorporated into Section 1 was distilled from this more detailed review. Similarly, Section 3 of this study complement subsection 1.3 (of section 1) with an extended description of the research design and research procedure followed in the study.
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Conveniencing the family in agri-based processing enterprise : a grounded theory study of strategic leaders' cultural assumptions and strategising activities
- Authors: Kanyangale, Macdonald Isaac
- Date: 2012
- Subjects: Small business -- Malawi -- Management Agriculture -- Malawi -- Business management Agriculture -- Economic aspects -- Malawi Grounded theory -- Study and teaching
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1181 , http://hdl.handle.net/10962/d1002798
- Description: As leaders of small and medium enterprises (SMEs), strategic leaders are responsible for strategising, the approach to which is influenced by their cultural paradigm. The effects of this strategising are manifested in the day-to-day activities of these leaders. This study aims to build an understanding of the shared cultural assumptions of strategic leaders in agri-based processing SMEs and how these assumptions affect the strategising activities that are adopted when addressing critical incidents related to the internal integration and external adaptation of the SME. Using Strauss and Corbin‟s (1990) grounded theory method, this study develops a theory titled Conveniencing the Family in Business, which is induced from critical incidents. A sample of critical incidents was gathered from 44 qualitative interviews conducted with strategic leaders of various agri-based processing SMEs operating in Malawi. This study found that strategic leaders display persistent and stable pragmatic business survival mind sets, but dynamic cultural assumptions about relationships with organisation members. The cultural influence of these assumptions is manifested in two distinctive and alternative processes making up the theory of conveniencing the family in business. These are the humanising and commodifying of relationships with organisation members, and they are evident in hostile and friendly business environments, respectively. Humanising of relationships with all members of the organisation builds and capitalises on inclusive, organisation-wide social capital that secures the future of the business. On the other hand, commodifying of relationships with non-family organisation members weakens collective support, which becomes mainly dependent on family and friendship ties. Thus, commodifying of relationships serves to perpetuate the close integration of business activity and family requirements to ultimately convenience the family in business, and represents the desired modus operandi of strategic leaders. As strategic leaders of SMEs have not yet conceptualised this, providing them with the conceptual theory developed here may be helpful towards a consistent re-orientation of the internal organisational support in a way that does not exclude but rather harnesses the wider solidarity of organisation members. The process explained by this theory is iterative, dynamic and distinguishes patterns of relationships amongst organisation members, which either enhances or compromises their collective support for the leaders and the enterprise. This by implication affects the performance of the enterprise. The results of this study are discussed from the perspective of social exchange and social capital theory, thereby contributing to the understanding of the strategising activities of strategic leaders, as well as the processes of building or destroying social capital in this type of enterprise.
- Full Text:
- Authors: Kanyangale, Macdonald Isaac
- Date: 2012
- Subjects: Small business -- Malawi -- Management Agriculture -- Malawi -- Business management Agriculture -- Economic aspects -- Malawi Grounded theory -- Study and teaching
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:1181 , http://hdl.handle.net/10962/d1002798
- Description: As leaders of small and medium enterprises (SMEs), strategic leaders are responsible for strategising, the approach to which is influenced by their cultural paradigm. The effects of this strategising are manifested in the day-to-day activities of these leaders. This study aims to build an understanding of the shared cultural assumptions of strategic leaders in agri-based processing SMEs and how these assumptions affect the strategising activities that are adopted when addressing critical incidents related to the internal integration and external adaptation of the SME. Using Strauss and Corbin‟s (1990) grounded theory method, this study develops a theory titled Conveniencing the Family in Business, which is induced from critical incidents. A sample of critical incidents was gathered from 44 qualitative interviews conducted with strategic leaders of various agri-based processing SMEs operating in Malawi. This study found that strategic leaders display persistent and stable pragmatic business survival mind sets, but dynamic cultural assumptions about relationships with organisation members. The cultural influence of these assumptions is manifested in two distinctive and alternative processes making up the theory of conveniencing the family in business. These are the humanising and commodifying of relationships with organisation members, and they are evident in hostile and friendly business environments, respectively. Humanising of relationships with all members of the organisation builds and capitalises on inclusive, organisation-wide social capital that secures the future of the business. On the other hand, commodifying of relationships with non-family organisation members weakens collective support, which becomes mainly dependent on family and friendship ties. Thus, commodifying of relationships serves to perpetuate the close integration of business activity and family requirements to ultimately convenience the family in business, and represents the desired modus operandi of strategic leaders. As strategic leaders of SMEs have not yet conceptualised this, providing them with the conceptual theory developed here may be helpful towards a consistent re-orientation of the internal organisational support in a way that does not exclude but rather harnesses the wider solidarity of organisation members. The process explained by this theory is iterative, dynamic and distinguishes patterns of relationships amongst organisation members, which either enhances or compromises their collective support for the leaders and the enterprise. This by implication affects the performance of the enterprise. The results of this study are discussed from the perspective of social exchange and social capital theory, thereby contributing to the understanding of the strategising activities of strategic leaders, as well as the processes of building or destroying social capital in this type of enterprise.
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Developing marine pollution awareness among new recruits at SAS Saldanha Naval Gymnasium: a training needs analysis
- Authors: Kwak, Gerrit Werner
- Date: 2012
- Subjects: Marine pollution -- Study and teaching -- South Africa Naval education -- South Africa -- Evaluation Training needs -- Armed forces -- South Africa -- Evaluation S.A.S. Saldanha (South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:774 , http://hdl.handle.net/10962/d1003895
- Description: This dissertation focuses on the marine pollution awareness training needs of newly recruited SAN employees. It uses Training Needs Analysis (TNA) as a tool to gain a better understanding of what knowledge, skills and attitude (KSA) recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. Ultimately, their individual and collective abilities will be a determining factor in the strategic intent of the SAN to be unchallenged at sea. The absence therefore of a Marine Pollution Awareness Training Programme (MPTAP) within the Basic Military Training (BMT) curriculum of new recruits at SAS SALDANHA Naval Gymnasium necessitated a TNA. Based on prior research on training conducted by subject matter experts both internal and external to the SAN it was decided to conduct a TNA on the KSA‟s required in terms of marine pollution awareness amongst newly recruited members. The literature provided discusses education, training, development of employees and focuses then on the role and importance of TNA‟s. Information was gathered from various subject matter experts, archival records, policy documents, internet-based resources and newly recruited naval learners consisting of a sample of 25 new recruits. Theory was used to determine the KSA expected from naval employees in terms of marine pollution awareness. Data obtained from each of the research resources was coded and grouped in order to establish themes. This allowed the researcher to determine what KSA‟s recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. The researcher therefore found that first priority in terms of KSA‟s should be given to a basic legal understanding of the regulatory framework that is applicable on marine pollution. This understanding will form the foundation for recruits to have the ability to know “what to do when” during observed transgressions. The legal understanding in combination with the Sector Education Training Authority (SETA) unit standards will help new recruits to be skilful when applying safe working practices thereby ensuring their own and others' safety. Ultimately, a basic but well entrenched knowledge about marine pollution together with applied skills on how to use the knowledge should influence the attitude of new recruits in a positive manner. The researcher concluded that there is a need on the macro, meso and micro level for a MPATP amongst new recruits at SAS SALDANHA. It is recommended that since this research appears to establish the first empirical confirmation of the training need amongst new recruits, it will require further research in terms of curriculum design, curriculum implementation and the evaluation thereof. It would therefore be in the best interest of the SAN to ensure the integration of a MPATP into the planning phase of future BMT Curriculum‟s. It would also be advisable to communicate this intent with all the relevant stakeholders in order to ensure alignment with governmental organisations as well as the private sector where these new recruits can be employed based on their newly acquired competencies.
- Full Text:
- Authors: Kwak, Gerrit Werner
- Date: 2012
- Subjects: Marine pollution -- Study and teaching -- South Africa Naval education -- South Africa -- Evaluation Training needs -- Armed forces -- South Africa -- Evaluation S.A.S. Saldanha (South Africa)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:774 , http://hdl.handle.net/10962/d1003895
- Description: This dissertation focuses on the marine pollution awareness training needs of newly recruited SAN employees. It uses Training Needs Analysis (TNA) as a tool to gain a better understanding of what knowledge, skills and attitude (KSA) recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. Ultimately, their individual and collective abilities will be a determining factor in the strategic intent of the SAN to be unchallenged at sea. The absence therefore of a Marine Pollution Awareness Training Programme (MPTAP) within the Basic Military Training (BMT) curriculum of new recruits at SAS SALDANHA Naval Gymnasium necessitated a TNA. Based on prior research on training conducted by subject matter experts both internal and external to the SAN it was decided to conduct a TNA on the KSA‟s required in terms of marine pollution awareness amongst newly recruited members. The literature provided discusses education, training, development of employees and focuses then on the role and importance of TNA‟s. Information was gathered from various subject matter experts, archival records, policy documents, internet-based resources and newly recruited naval learners consisting of a sample of 25 new recruits. Theory was used to determine the KSA expected from naval employees in terms of marine pollution awareness. Data obtained from each of the research resources was coded and grouped in order to establish themes. This allowed the researcher to determine what KSA‟s recruits should have about the marine environment and if their level of competency meets the requirement to effectively and efficiently contribute to the sustainable use of the maritime environment in which they will be deployed. The researcher therefore found that first priority in terms of KSA‟s should be given to a basic legal understanding of the regulatory framework that is applicable on marine pollution. This understanding will form the foundation for recruits to have the ability to know “what to do when” during observed transgressions. The legal understanding in combination with the Sector Education Training Authority (SETA) unit standards will help new recruits to be skilful when applying safe working practices thereby ensuring their own and others' safety. Ultimately, a basic but well entrenched knowledge about marine pollution together with applied skills on how to use the knowledge should influence the attitude of new recruits in a positive manner. The researcher concluded that there is a need on the macro, meso and micro level for a MPATP amongst new recruits at SAS SALDANHA. It is recommended that since this research appears to establish the first empirical confirmation of the training need amongst new recruits, it will require further research in terms of curriculum design, curriculum implementation and the evaluation thereof. It would therefore be in the best interest of the SAN to ensure the integration of a MPATP into the planning phase of future BMT Curriculum‟s. It would also be advisable to communicate this intent with all the relevant stakeholders in order to ensure alignment with governmental organisations as well as the private sector where these new recruits can be employed based on their newly acquired competencies.
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Local government reform in Western Australia: a case study on change readiness
- Authors: Van Heerden, Vicky
- Date: 2012
- Subjects: Local government -- Australia -- Nedlands (W.A.) Local government -- Australia -- Subiaco (W.A.) Organizational change -- Australia -- Nedlands (W.A.) Local officials and employees -- Australia -- Nedlands (W.A.) Industrial relations -- Australia -- Nedlands (W.A.) Industrial management -- Australia -- Nedlands (W.A.) Corporate culture -- Australia -- Nedlands (W.A.)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:776 , http://hdl.handle.net/10962/d1003897
- Description: The Western Australian State Government’s local government reform programme, initiated in February 2009, provides the context for this research. Nedlands, a local government in Perth’s western suburbs, resolved to participate in this reform programme and signed a Regional Transition Group Agreement with Subiaco local government in August 2010. The purpose of the Regional Transition Group was to prepare a business plan to investigate the potential benefits and viability of a Nedlands and Subiaco amalgamation. Whilst the local government of Nedlands is currently investigating the more operational and technical aspects of local government reform in the merger feasibility study, this research focused on employee readiness, more intangible but no less important. The difficulties of achieving success with organisational change initiatives are well documented. A number of models of planned organisational change have been developed to address these difficulties and support successful change and are outlined. This research highlights the value of the first phase of planned change, namely readiness for change, where organizational members are prepared for and become supporters of change. It also highlights the importance of change communication with respect to developing employee readiness. Definitions and some of the dimensions of ‘readiness for change’ are outlined. The five dimensions of readiness for change - discrepancy, appropriateness, principal support, efficacy and valence - provide the ‘lens’ through which readiness for change at Nedlands is explored. From this perspective, the documentation communicating local government reform at Nedlands was analysed. These dimensions were also used to ascertain, from the perspective of the Nedlands' managers, their level of readiness and the readiness of the employees of Nedlands for local government reform. The findings suggest that Nedlands local government has not consciously planned to ‘ready’ employees for local government reform. A number of management recommendations are made to strengthen the change readiness message communicated by the Nedlands local government and to support the development of the Nedlands employees’ readiness for change.
- Full Text:
- Authors: Van Heerden, Vicky
- Date: 2012
- Subjects: Local government -- Australia -- Nedlands (W.A.) Local government -- Australia -- Subiaco (W.A.) Organizational change -- Australia -- Nedlands (W.A.) Local officials and employees -- Australia -- Nedlands (W.A.) Industrial relations -- Australia -- Nedlands (W.A.) Industrial management -- Australia -- Nedlands (W.A.) Corporate culture -- Australia -- Nedlands (W.A.)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:776 , http://hdl.handle.net/10962/d1003897
- Description: The Western Australian State Government’s local government reform programme, initiated in February 2009, provides the context for this research. Nedlands, a local government in Perth’s western suburbs, resolved to participate in this reform programme and signed a Regional Transition Group Agreement with Subiaco local government in August 2010. The purpose of the Regional Transition Group was to prepare a business plan to investigate the potential benefits and viability of a Nedlands and Subiaco amalgamation. Whilst the local government of Nedlands is currently investigating the more operational and technical aspects of local government reform in the merger feasibility study, this research focused on employee readiness, more intangible but no less important. The difficulties of achieving success with organisational change initiatives are well documented. A number of models of planned organisational change have been developed to address these difficulties and support successful change and are outlined. This research highlights the value of the first phase of planned change, namely readiness for change, where organizational members are prepared for and become supporters of change. It also highlights the importance of change communication with respect to developing employee readiness. Definitions and some of the dimensions of ‘readiness for change’ are outlined. The five dimensions of readiness for change - discrepancy, appropriateness, principal support, efficacy and valence - provide the ‘lens’ through which readiness for change at Nedlands is explored. From this perspective, the documentation communicating local government reform at Nedlands was analysed. These dimensions were also used to ascertain, from the perspective of the Nedlands' managers, their level of readiness and the readiness of the employees of Nedlands for local government reform. The findings suggest that Nedlands local government has not consciously planned to ‘ready’ employees for local government reform. A number of management recommendations are made to strengthen the change readiness message communicated by the Nedlands local government and to support the development of the Nedlands employees’ readiness for change.
- Full Text:
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