Abstract
The aim of this study is to identify perceptions and attitudes of uniformed military personnel towards organizational transformation. This would enable the researcher to determine the impact on employees’ level of functioning.
Transformation as a concept is currently of great significance in South Africa specifically in the military setting. It involves changes to the philosophy and mission of the military unit. Organizational transformation in the military unit appears to be an intense process that may have a significant impact on the social functioning of the employees in the particular setting.
The orientation to the study in Chapter 1 gives an overview of the Military history prior and just after the first South African democratic elections. The goal and objectives, the role of the Social Worker, motivation and limitations towards the execution of the study are further discussed. The definition of important concepts used in the study is outlined in this chapter.
The literature review in Chapter 2 theoretically examines the concepts central to the military transformation processes. It has been identified that organizational change is mainly barred by individual resistance factors as well as organizational intervention factors. Change strategies contributing towards positive organizational transformation forms part of Chapter 2.
Chapter 3 describes the research methodology followed in this in study. The qualitative and quantitative data collection methods which also involve the designing of the questionnaire utilised as a selected instrument for data gathering and statistical analysis is discussed.
A full description of the study sample will also be offered in this third chapter. An integrated research methodology of both qualitative and quantitative approach will be followed in this study. A suitable interview schedule (Questionnaire) will be developed out of the focus group conducted as a pilot study for data collection purposes. The study will be descriptive in nature.
Chapter 4 describes and evaluates the data collected from respondents. Results and interpretations are provided. The conclusion is reached that certain sectors, specifically staffed members and personnel who were previously employed by the SADF and are were expected to transform and integrate new members from outside forces. Afrikaans and English members are also more negative about transformation than African language groups.
From these results it appears that transformation has benefitted the new “incoming” personnel who are significantly more optimistic about integration and transformation than the old permanent force members. Chapter 5 outlines conclusions indicating practical and theoretical implications of this study. Recommendations regarding possible strategies to improve the management of the transformation process are made in this chapter.
Dr. W. Roestenburg