An exploration of organizational expectations of different generations of employees during change
- Authors: Kawana, Susan Mulemwa
- Date: 2020
- Subjects: Organizational change -- Psychological aspects , Organizational behavior -- Namibia -- Case studies , Employees -- Psychology -- Namibia , Organizational change -- Namibia -- Case studies , Intergenerational relations -- Namibia , Namibia. Inland Revenue Directorate , Namibia. Customs and Excise
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/142398 , vital:38076
- Description: The aim of this study is to investigate the organizational expectations of different generations of employees at the Ministry of Finance’s Inland Revenue and Customs and Excise Departments of the Republic of Namibia, which are undergoing organizational change processes. The different generations that were included in this study are Baby Boomers, Generation X, and Generation Y. The study explores the different expectations that the generations have in relation to the changes, in terms of leadership style and communication preferences. This study followed a qualitative approach. Quota sampling was used to select twelve participants for the study. The case study was carried out within a postpositivism paradigm. Data was collected by administering semi-structured, face-to-face interviews. The findings of the study indicate that there are generational differences in respect of preferred leadership styles and communication methods during organizational change. Baby Boomers and Generation X preferred a relationshiporiented leadership style, while generation Y preferred a visionary leadership style. Task-oriented leadership style was not the preferred style of any generation. Rather, in the midst of change, it seems there is a preference for relational leadership across all the Generations. In respect of communication, Baby Boomers preferred face-toface methods, Generation X preferred face-to-face and e-mail methods as sources of change communication, while Generation Y preferred a combination of communication methods. In the midst of change, it seems there is a common preference for face-to-face communication across all the Generations. Furthermore, employees generally did not feel ready for the changes. In the light of these findings, recommendations were made to guide change initiatives amongst employees of various generations. The limitations of the study were its sample size and focus on the public sector. For future research, a larger sample could be selected from all regional offices. Similar research can also be done in the private sector. The findings of the study provide an understanding of the experiences and expectations of different generations of employees during organizational change, and contribute to the body of knowledge on generational differences, readiness for change and the management of different generations as different stakeholders.
- Full Text:
- Date Issued: 2020
- Authors: Kawana, Susan Mulemwa
- Date: 2020
- Subjects: Organizational change -- Psychological aspects , Organizational behavior -- Namibia -- Case studies , Employees -- Psychology -- Namibia , Organizational change -- Namibia -- Case studies , Intergenerational relations -- Namibia , Namibia. Inland Revenue Directorate , Namibia. Customs and Excise
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/142398 , vital:38076
- Description: The aim of this study is to investigate the organizational expectations of different generations of employees at the Ministry of Finance’s Inland Revenue and Customs and Excise Departments of the Republic of Namibia, which are undergoing organizational change processes. The different generations that were included in this study are Baby Boomers, Generation X, and Generation Y. The study explores the different expectations that the generations have in relation to the changes, in terms of leadership style and communication preferences. This study followed a qualitative approach. Quota sampling was used to select twelve participants for the study. The case study was carried out within a postpositivism paradigm. Data was collected by administering semi-structured, face-to-face interviews. The findings of the study indicate that there are generational differences in respect of preferred leadership styles and communication methods during organizational change. Baby Boomers and Generation X preferred a relationshiporiented leadership style, while generation Y preferred a visionary leadership style. Task-oriented leadership style was not the preferred style of any generation. Rather, in the midst of change, it seems there is a preference for relational leadership across all the Generations. In respect of communication, Baby Boomers preferred face-toface methods, Generation X preferred face-to-face and e-mail methods as sources of change communication, while Generation Y preferred a combination of communication methods. In the midst of change, it seems there is a common preference for face-to-face communication across all the Generations. Furthermore, employees generally did not feel ready for the changes. In the light of these findings, recommendations were made to guide change initiatives amongst employees of various generations. The limitations of the study were its sample size and focus on the public sector. For future research, a larger sample could be selected from all regional offices. Similar research can also be done in the private sector. The findings of the study provide an understanding of the experiences and expectations of different generations of employees during organizational change, and contribute to the body of knowledge on generational differences, readiness for change and the management of different generations as different stakeholders.
- Full Text:
- Date Issued: 2020
Strategies for obtaining buy-in during transformation
- Authors: Tsotsi, Siyabulela
- Date: 2013
- Subjects: Organizational change -- Psychological aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9314 , http://hdl.handle.net/10948/d1019946
- Description: Change is inevitable due to organisations operating in a constantly changing environment marked by change and discontinuation. A major challenge for organisations is to obtain buy-in from employees. People generally resist change due to their past experiences of change which are often disjointed, posted with job losses, longer working hours, higher and cumulative stress levels, unethical practices and corporate failures. Perceptions of fairness, trust, and the magnitude to which the change has been conveyed, have been noted as some of the reasons why people resist organisational change. Essentially, people resist change when they think it will cause them to lose something of value to them. It is therefore important for organisations to have well-planned change programmes that make provision for creating buy-in. The purpose of this study was to investigate strategies that organisations can use to foster buy-in. For successful change, it is imperative that change agents find ways to empower employees in the process. Communication, and especially the articulation of the vision, plays a crucial role in creating buy-in. Leadership, the working environment, rewards and recognition interdependently contribute to fostering buy-in behaviours. The empirical study was conducted at the Port Elizabeth plant of Kraftfoods, a confectionery company. In 2010, Kraftfoods acquired Cadbury. This acquisition implied new management, production and process structures and procedures, as well as a restructuring of the employee complement in 2011. The empirical study was both qualitative and quantitative. Interviews were conducted with employees from the shop floor, as well as representatives from the trade union, a representative from human resources and a project manager responsible for transformation, to obtain more organisation-specific information about the transformation and the strategies which were used to create buy-in. For the empirical study, a survey with a questionnaire as the basic data collection tool was used. The survey was administered to 101 employees. The results revealed that the way the vision of the change is articulated and the empowerment of employees are main determinants of buy-in behaviour. It was therefore recommended that management should spend an equal amount of time selling the change as they spend planning the change program. Also management need to allow for more involvement in the design and even implimentation of the change program by change recipients.
- Full Text:
- Date Issued: 2013
- Authors: Tsotsi, Siyabulela
- Date: 2013
- Subjects: Organizational change -- Psychological aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9314 , http://hdl.handle.net/10948/d1019946
- Description: Change is inevitable due to organisations operating in a constantly changing environment marked by change and discontinuation. A major challenge for organisations is to obtain buy-in from employees. People generally resist change due to their past experiences of change which are often disjointed, posted with job losses, longer working hours, higher and cumulative stress levels, unethical practices and corporate failures. Perceptions of fairness, trust, and the magnitude to which the change has been conveyed, have been noted as some of the reasons why people resist organisational change. Essentially, people resist change when they think it will cause them to lose something of value to them. It is therefore important for organisations to have well-planned change programmes that make provision for creating buy-in. The purpose of this study was to investigate strategies that organisations can use to foster buy-in. For successful change, it is imperative that change agents find ways to empower employees in the process. Communication, and especially the articulation of the vision, plays a crucial role in creating buy-in. Leadership, the working environment, rewards and recognition interdependently contribute to fostering buy-in behaviours. The empirical study was conducted at the Port Elizabeth plant of Kraftfoods, a confectionery company. In 2010, Kraftfoods acquired Cadbury. This acquisition implied new management, production and process structures and procedures, as well as a restructuring of the employee complement in 2011. The empirical study was both qualitative and quantitative. Interviews were conducted with employees from the shop floor, as well as representatives from the trade union, a representative from human resources and a project manager responsible for transformation, to obtain more organisation-specific information about the transformation and the strategies which were used to create buy-in. For the empirical study, a survey with a questionnaire as the basic data collection tool was used. The survey was administered to 101 employees. The results revealed that the way the vision of the change is articulated and the empowerment of employees are main determinants of buy-in behaviour. It was therefore recommended that management should spend an equal amount of time selling the change as they spend planning the change program. Also management need to allow for more involvement in the design and even implimentation of the change program by change recipients.
- Full Text:
- Date Issued: 2013
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