Abstract
M.Comm.
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.