Examining Change Process Perceptions and Proximal Readiness for Organisational Change: The Moderating Effect of Distal Readiness
Degree GrantorUniversity of Canterbury
Degree NameMaster of Science
Readiness for change is considered a major determinant of people’s support for or resistance to an organisational change and is therefore a topic explored throughout change management literature. This study contributed to change readiness literature by separating its distal (organisation-centric) and proximal (person-centric) elements and investigating the relationships these variables had with a contextual variable within the organisation, employee perceptions of general change management processes. A widely accepted measure of change readiness was used in this study which incorporated four dimensions: appropriateness of the change, management support for the change, change-related self-efficacy and personal valence of the change. Each of these dimensions were measured and analysed individually. Data was collected at two time points before and after a systems change within a large New Zealand financial institution, with a final sample of 42 employees being matched between the two time points. Regression analysis confirmed significant positive relationships between the two distal elements of readiness (change appropriateness and management support) and self-efficacy, while change process and change appropriateness were positively related to personal valence. Additionally, change appropriateness was found to moderate the relationship between change process and personal valence in the manner expected. A significant interaction was also found for change appropriateness and change process in predicting self-efficacy however in a slightly different direction to that predicted. Outcomes of the study were also discussed in terms of their theoretical and practical implications and recommendations were made for future research into the topic.