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A Comparative Study of Managerial and Nonmanagerial Perceptions about Readiness for Organizational Change.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	A Comparative Study of Managerial and Nonmanagerial Perceptions about Readiness for Organizational Change./
Author:	Ortiz, Kathleen.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2020,
Description:	92 p.
Notes:	Source: Dissertations Abstracts International, Volume: 82-06, Section: A.
Contained By:	Dissertations Abstracts International82-06A.
Subject:	Educational leadership. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28255636
ISBN:	9798698525837

A Comparative Study of Managerial and Nonmanagerial Perceptions about Readiness for Organizational Change.
Ortiz, Kathleen.

A Comparative Study of Managerial and Nonmanagerial Perceptions about Readiness for Organizational Change. - Ann Arbor : ProQuest Dissertations & Theses, 2020 - 92 p.

Source: Dissertations Abstracts International, Volume: 82-06, Section: A.

Thesis (Ed.D.)--Southeastern University, 2020.

This item must not be sold to any third party vendors.

To remain competitive, organizations must learn to successfully manage change. Despite significant research on change management processes, a review of the literature indicated a need for further research on employee readiness for change. The purpose of this study was to compare employee perceptions about readiness for change in one organization. Factors of readiness between managerial and nonmanagerial employee groups (e.g., discrepancy, appropriateness, efficacy, principal support, and valence) were compared. Additional factors such as personal mindset, trust in leadership, respect for others, and employee involvement in organizational planning were also integrated for study purposes. This quantitative, nonexperimental research study utilized survey research. A convenient, purposive sample of managerial and nonmanagerial employees from a large global consulting firm served as the study’s data source. The survey sample (n = 68) was representative of the overall participant population. Descriptive, associative, and inferential statistical techniques were used to address the three quantitative research questions used in the study. A noteworthy finding was that among both managerial and nonmanagerial employee groups, the factor, “Leadership presents a clear and effective innovation strategy that aligns with the organization’s values” appeared in the top three factors of change readiness. This was also the top factor of perceived change readiness among nonmanagerial employees.

ISBN: 9798698525837Subjects--Topical Terms:

585508
Educational leadership.
Subjects--Index Terms:

Change readiness

A Comparative Study of Managerial and Nonmanagerial Perceptions about Readiness for Organizational Change.
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500 $a Source: Dissertations Abstracts International, Volume: 82-06, Section: A.
500 $a Advisor: Ingle, Karen.
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520 $a To remain competitive, organizations must learn to successfully manage change. Despite significant research on change management processes, a review of the literature indicated a need for further research on employee readiness for change. The purpose of this study was to compare employee perceptions about readiness for change in one organization. Factors of readiness between managerial and nonmanagerial employee groups (e.g., discrepancy, appropriateness, efficacy, principal support, and valence) were compared. Additional factors such as personal mindset, trust in leadership, respect for others, and employee involvement in organizational planning were also integrated for study purposes. This quantitative, nonexperimental research study utilized survey research. A convenient, purposive sample of managerial and nonmanagerial employees from a large global consulting firm served as the study’s data source. The survey sample (n = 68) was representative of the overall participant population. Descriptive, associative, and inferential statistical techniques were used to address the three quantitative research questions used in the study. A noteworthy finding was that among both managerial and nonmanagerial employee groups, the factor, “Leadership presents a clear and effective innovation strategy that aligns with the organization’s values” appeared in the top three factors of change readiness. This was also the top factor of perceived change readiness among nonmanagerial employees.
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