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Exploring the relationship between organisational change, affective response and self-esteem

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dc.contributor.advisor Prof. Chris van Tonder en_US
dc.contributor.author Blumberg, Jade Bianca
dc.date.accessioned 2012-06-06T10:02:00Z
dc.date.available 2012-06-06T10:02:00Z
dc.date.issued 2012-06-06
dc.date.submitted 2011-05-24
dc.identifier.uri http://hdl.handle.net/10210/4972
dc.description M.Comm. en_US
dc.description.abstract Orientation: Organisational change is widely acknowledged to be demanding. The intensification of organisational change globally has resulted in the impact of change on the workforce becoming a major consideration for employee health and wellbeing. Research purpose: To understand the nature of the relationships which may exist between the constructs of organisational change, affective response and employee self-esteem. Motivation for the study: The relationship between organisational change episodes and employees’ affective responses to the changes has recently received substantial research attention. However, the relationship between organisational change and employee self-esteem is under researched. Understanding the influence of organisational change on the employee is important from a wellness and support perspective. Research design, approach and method: A cross-sectional correlational study was undertaken with a small convenience sample (N=42), employing an experimental change questionnaire and Rosenberg’s Self-esteem scale. Main findings: A statistically significant relationship was found between perceived organisational change and affective response to the change event. Change management was the largest predictor of affective response. A direct significant correlation exists between organisational change and self-esteem; intensity of change is the largest contributor to self-esteem. However, there is a non-significant indirect relationship between employees’ affective responses to the change and their levels of self-esteem. In this regard negative affect contributes most strongly to self-esteem. Practical/managerial implications: Change processes need to be managed more accurately and adequately and with greater sensitivity regarding the impact of change on the employee, in order to avoid detrimental workplace consequences. Contribution/value add: The study reveals the interrelatedness of organisational change initiatives and employees’ self-esteem. This has important implications for wellness management, corporate social responsibility and the perceived ethical orientation of management. en_US
dc.language.iso en en_US
dc.subject Organisational change en_US
dc.subject Change perception en_US
dc.subject Employee participation in management en_US
dc.subject Self-esteem en_US
dc.subject Employee health promotion en_US
dc.title Exploring the relationship between organisational change, affective response and self-esteem en_US
dc.type Mini-Dissertation en_US


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