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Propositions in the Area of Organizational Change

The study Uncertainty during organizational change: Managing perceptions through communication made use of both qualitative and quantitative methodologies. In the conduct of qualitative research, twenty-five (25) personal interviews were carried out from a wide range of organizations which had experienced recent organizational change. Whilst in the employment of the quantitative portion, a government department undergoing initial plans and actions for organizational restructuring became the main source of information. The results of the first study indicated that there were three (3) categories of uncertainties experienced by the employees: strategic, implementation and job-related. The perception of the quality of information received by employees also influenced the level of their uncertainty. Moreover, on the source of information, basically, it was ascertained that direct supervisors are more likely to be trusted. They also tend to acquire information from peers or co-workers mainly to derive support or share grievances and ideas. Results also suggest that trust in management is a vital component and this construct is largely dependent on the history of the relationship that has evolved through time. As empirical support, the second study was conducted and the results validated that high-quality change communication is positively correlated with attitude toward change. It was also determined that providing information is not enough to reduce uncertainties. As such, addressing issues of uncertainty must be done in a balanced, accurate and comprehensive manner. There was no support found for trust as a mediator between quality change communication and change-related uncertainty.

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