A lot of attention over the years has been focused on understanding employees resistance to change. A few researchers have provided insights into the reasons why some employees remain positive and engaged during times of uncertainty and changes in the organosation. To help build this knowledge area the study was aimed to investigating the factors that drive employee engagement during change. One-hundred-and-twenty employees, across a cross-section of jobs at a specific bank in South Africa, were surveyed. The empirical results obtained from the survey showed that independent variables such as dialogue, organisational culture and a clear4 career plan were congruent with the expected results. In other words these vriables displayed a significant association with the de[endent variables (e.g. job involvement, organisational commitment and organisational citizenship behaviour.).

Tourism has been acknowledged for the past decade as one of the leading driving forces for economic development in post-apartheid South Africa (Nel & Binns, 2002:189). The objective of this study was to investigate the determinants of corporate entrepreneurship for firms in adventure tourism sector in the Eastern Cape Province; South Africa. The population for the study were firms registered with the Nelson Mandela Bay Tourism Portal (NMBT) and the Dirty Boot Adventure South Africa. Convenience sampling method was used. Data was collected through the use of a self-administered questionnaire. For the purpose of data collection, one hundred and fourteen questions were identified through a thorough review of the literature. Principal component analysis was used to reduce the one hundred and fourteen questions to twelve factors namely: flat organisational structure, management support for intrapreneurship, vision and strategic intent, rewards / reinforcement and sponsorship, innovativeness and creativity, multi-disciplined teamwork and diversity, entrepreneurial leadership, resources and time, strong customer orientation, continuous cross-functional learning, tolerance of risk, mistakes and failure and work discretion and discretionary time. Data was analysed using descriptive statistics, Pearson’s correlation, T-test and ANOVA. Cohen`s (d-value) was used to measure the effect size of differences for t-statistics. The Cronbach’s alpha was used to test the reliability of the scales. The results showed significant positive relationships between the twelve factors and corporate entrepreneurship. Recommendations included an integrated framework that could assist adventure tour operator to establish and sustain corporate entrepreneurship within this sector.

It is widely accepted that design changes, occurring during construction projects, can account for a significant proportion of the engineering design consultant’s total cost. Projects with multidisciplinary, distributed and virtual project teams, working on technically challenging problems, make the impact of design changes increasingly difficult to predict. Existing guidance suggests ‘best practice’ protocols for recording, reporting and communicating design changes. However, best practice protocols do not provide guidance for predicting the impact in terms of project cost and duration. Impact assessments are essential in the decision to implement changes and subsequently being in a position to justify fee claims to clients. Decisions in the construction process are normally based on experience and professional knowledge of practitioners, such as architects, engineers, project managers and contractors. There is evidence, however, that, in design management, sharing of professional knowledge tends to be tacit and socially constructed (where team members draw on their own experience and the experience of those around them). Although practitioner experience and intuition is invaluable in determining the impact of a design change, this research is based on the position that a more structured process is required. It is argued that a software based approach, to better inform practitioners’ existing knowledge, is required to improve the quality and accuracy of impact assessments. The current practice for managing and assessing change was examined through studying the operations of the case study organisation, undertaking a literature review and conducting interviews with representatives from organisations in other industries. A new project management tool was then developed which provides support for practitioners to make better-informed impact assessments. This is achieved through providing: (a) a process map to visualise rework, (b) instant access to previous similar impact assessments and (c) an embedded, standardised method for knowledge sharing. The concept for this tool was developed by combining appropriate techniques and tools found in the design management and knowledge management literature. Users are further encouraged to use the software tool through a system to automate the updating of Microsoft Project schedules, thus eliminating time currently spent scheduling rework. The validation and verification stages consisted of formal interviews with potential users and preliminary user testing. Regular feedback on the support tool was obtained from a wide range of peers and potential users and this was then used to develop its functionality. Positive feedback has included comments about the concept of the tool, user-friendliness and need for implementation.

D.Cur. (Professional Nursing Science) / It was very dear that dramatic transformation is needed in the new South Africa to accommodate the transformation demanded by the Reconstruction and Development Programme, the National Health System, and other political, economic, social, technological and staff management changes. It was also evident that transformational leadership was needed in nursing in general and in nursing management in particular. This is a qualitative, contextual, exploratory, descriptive and theory-generating study, with the overall aim of exploring and describing a model for transformational Ieadershlp by nursing unit managers to facilitate individual and nursing unit transformation. To accomplish this aim, specific objectives were formulated. Firstly, a conceptual framework and model were explored and described by means of analysis, synthesis, derivation and deductive reasoning. The model was described within the meta theoretical assumptions of the Nursing for the Whole Person Theory (ORU 1990; RAU 1992). The theoretical assumptions were derived from till' Nursing for the Whole Person Theory whereas the methodological assumptions were based on the Nursing Research model of Botes (1995). This Nursing Research model proposed functional reasoning approach. During the exploration and description of the model, connect identification and classification were handled according Lo the survey list of Dickoff, james and Wiedenbach (1968). Thereafter, an education programme was explored and described by deriving the theoretical content on transformational leadership from the conceptual framework and LIl(' model. TIll' principles of adult education (Knowles 1984, Gravett 1991) and the constructivistic learning theory (Klopper 1994 (a» were utilised for the didactical development of the education programme. This education programme was then implemented in a nursing service. Through purposive sampling, four nursing unils in the same nursing service were selected and the model implemented for a period of 12-14 weeks. The cases Ludy method was utilised.

Recent authors identified a lack in leadership competencies to deal with organisation change within the South African organisation context as a burning issue (Tizard, 2001; Kriek, 2002; Fontyn, 2001; Msomi, 2001 and Rossow and Bews, 2002). This has resulted in a lack of employee initiative, adjustment, empowerment and a high turnover rate. With this research the author examined the influence of role utilisation, according to leaders’ competence, on the outcome of organisation change. The aim of this research was to contribute towards finding solutions for the perceived lack in leadership competence in managing change. The design used was quasi-experimental ex post facto: post-test/observation only. Three organisations in the manufacturing industry were selected because they were busy with the implementation of major organisation change initiatives. Two phases were identified for this research. Phase I investigated the utilisation of leaders in specific leadership change roles and Phase II investigated the influence of leaders’ change role competence on change outcome. Hypotheses were formulated for each phase. Phase I Leaders’ utilisation in change roles was investigated. This entailed the extent to which they were utilised in roles for which they received their highest average competence ratings. A literature study was done on leadership competencies. From the literature study, four leadership change roles (Initiator, Shaper, Monitor, and Assessor) were identified. A questionnaire measuring the level of competence for each role was designed. The respondent organisations’ management teams were asked to identify the leaders they utilised and for which roles they were utilised. These leaders were rated by means of a 360-degree assessment. The respective leaders were assessed by themselves, their managers, a peer and a subordinate. Competence was determined by means of the average ratings received on all four competence clusters . The results obtained from Phase I were expressed in terms of role congruence. Role congruence referred to situations where leaders were utilised in roles for which they received their highest average competence ratings. The hypotheses for Phase I were: H0: There is no statistical difference between the average competence scores leaders received on the different roles. H1: The average competence scores for the roles leaders were utilised in, are higher than for those they were not utilised in. Phase II Phase II investigated the influence of the congruence results on change outcome. A questionnaire measuring the “soft” dimensions of organisation change was developed. Random samples of all the literate employees in the respondent organisations were used to complete this questionnaire (Change Outcome Questionnaire). The hypotheses for Phase II were: H0: There is no statistical difference in terms of change outcome for roles where congruence was obtained and roles for which congruence was not obtained. H1: For roles where congruence was obtained, there will be higher levels of success (change outcome). Both questionnaires (Leadership Role Competence Questionnaire & Change Outcome Questionnaire) were validated in terms of content validity. A Cronbach alpha was determined for both questionnaires. Only the Leadership Role Competence Questionnaire was initially found to be reliable. To resolve the reliability dilemma on the Change Outcome Questionnaire, the constructs and their items were factor analysed to determine the underlying validity of constructs, resulting in construct validity for this questionnaire. A Cronbach alpha was again administered to this questionnaire (after the factor analysis) and it was found to be reliable. Phase I Results: Role Congruence The extent to which leaders were utilised in roles for which they achieved their highest average ratings (expressed in terms of role congruence) was determined through the application of a correspondence analysis. The results for Phase I were: • Two roles (Initiator and Assessor) achieved potential congruence. • The other two roles (Shaper and Monitor) did not achieve congruence. • A relationship between both the Shaper and Monitor roles was identified. The competencies for these two roles were linked to the items that measured Resistance to Change. • For Phase I the null hypothesis was rejected. There was a difference between the average competence scores leaders received on the different roles. Phase II Results: The Influence of Role Congruence on Change Outcome The change outcome results were determined through the Change Outcome Questionnaire. The results for Phase II were: • The factor analysis done on the Change Outcome Questionnaire (discussed on p. iii) resulted in the extraction of three factors. One factor represented only one item and was therefore excluded resulting in the analysis of only two factors (Change Buy-In and Support & Resistance to Change); • The results obtained from the Change Outcome Questionnaire indicated a successful outcome for the Change Buy-In and Support factor and an unsuccessful outcome for the Resistance to Change factor; • The similarity of the results for the three organisations obtained for Phase I (correspondence analysis on congruence between role utilisation and role competence) and for Phase II (ANOVA on Change Outcome results) allowed for the comparison of their results. No significant statistical differences existed. Statistical evidence was therefore not conclusive to either reject or accept the null hypothesis for Phase II (there is no difference between roles with high congruence and roles with low congruence on change outcome); and • Although the null hypothesis for Phase II could neither be accepted nor rejected, the indications are that role congruence appears to have had a positive influence on change outcome and that a lack of congruence appears to have had a negative influence on change outcome. From the results of this study it was concluded that the research goals had been satisfactorily addressed. / Dr. Louis Carstens

This research is based on the premise that change management implementation is significantly related to employee engagement in post-merged organisations. The relationship between employee engagement and the demographic variables age and length of service, and variable change experience is also explored in the postmerged organisation. The study uses a quantitative design methodology to cover the objectives of the research and to answer the questions relating to the topics of the study. The sample was drawn from a mining industry within the private sector that has undergone a merger in the last five years. The sample for the study was selected using the convenience sampling method. Statistical tools that were used in this study included frequency analysis, measures of central distribution, t-tests, Friedman‟s test, and analysis of variance. The study found high levels of employee engagement in the dimensions emotional commitment and discretionary effort. The responses for the dimension intent to stay were above average while the response for rational commitment remained neutral. A significant difference was found between the levels of emotional commitment between the two merged companies. The extent of change management implemented differed significantly between the two merged companies. With regards to the demographic variables age and length of service and variable organisational change experience, no significant relationship was found with employee engagement. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

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A report on a research study presented to The Department of Social Work School of Human and Community Development Faculty of Humanities University of the Witwatersrand In partial fulfillment of the requirements for the degree Master of Arts in Social Work January 2018 / When change is introduced in the workplace, marginalized employees may develop a negative attitude towards the process due to ignorance and fear. The study aimed to explore the cleaning staffs’ perceptions on the municipal pre- mergers between two West Rand Municipalities. The focus study was to explore the cleaning staff members’ emotions and reactions towards the merger before it was to be implemented specifically focusing on their perceptions around job security, job responsibility, and communication. There is currently little research done on pre-mergers, especially between political organizations. The research followed a qualitative approach in a form of a case study. Face to face interviews were conducted with seventeen (17) cleaning staff from two Municipalities to collect data utilizing a self – developed, semi structured interview schedule. Sampling was done using a non-probability convenience sampling method. These employees are usually marginalized and have limited if any decision making powers in their working space. The data was analysed utilizing thematic analysis. The findings identified that even the most marginalized of employees could have an impact on change processes based on several factors and there is a relationship between a previous workplace change experience and a new one. The study transformed into a comparative study as marked differences emerged because one of the Municipalities had been through a merger previously and it had a different impact as compared to those who had not gone through the merger process previously. The findings revealed that communication strategies impact on the perceptions of all levels of employees regardless if they participate in the planning process of any organisational change process or not. Open communication and constant consultation by an employer was found to inspire employees to do well because they become confident of their future within the organization. The research findings carve a way to future pre- merger studies with deeper insight into the usually marginalized groups in the workplace. / MT 2018

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Cette thèse porte sur la gestion du changement et plus particulièrement sur le support offert aux gestionnaires par une équipe de gestion du changement lors de l'implantation d'un système de gestion intégré (SGI). Hydro-Québec nous a offert un excellent terrain de recherche par son projet Système Information Clientèle (SIC) qui consiste à l'implantation du logiciel SAP R/3. L'équipe de gestion du changement du projet nous a ouvert ses portes d'autant plus qu'elle désirait faire le point sur les services offerts aux gestionnaires durant la première phase du projet pour ensuite ajuster celles des deux phases subséquentes. La première phase, pour une livraison en mars 2005, inclut le volet mesurage. La deuxième phase regroupe les volets affaires et commercial pour une livraison en janvier 2006. Quant à la troisième phase, elle concerne le volet résidentiel pour une livraison en janvier 2008. Afin de supporter l'équipe de gestion du changement à Hydro-Québec, les connaissances théoriques relatives aux équipes de gestion du changement, aux gestionnaires en situation de changement et aux implantations de SGI ont guidé et alimenté la recherche. Bien que comportant un nombre impressionnant de références, ce champ d'études renferme toutefois peu d'études empiriques (Melkonian, 2008; Stewart et Kringas, 2003; Venkatesh, 2006, Wang, Klein et Jiang, 2006). De plus, il se dégage, d'une recension de vingt-deux modèles en gestion du changement, un manque de précision sur les activités de gestion du changement et sur les intervenants impliqués dans ces activités. Considérant ces deux constats, la présente étude doctorale vise à répondre à la question suivante : Comment une équipe de gestion du changement soutient-elle les gestionnaires lors de l'implantation d'un système de gestion intégré? Pour ce faire, les objectifs poursuivis sont, d'abord, d'identifier et de décrire les activités développées et réalisées par une équipe de gestion du changement destinées à soutenir les gestionnaires; ensuite, de rendre compte de la satisfaction des gestionnaires intermédiaires et de premier niveau à l'égard du soutien offert par l'équipe de gestion du changement et; finalement, de générer un modèle des interventions d'une équipe de gestion du changement destinées à soutenir les gestionnaires. Adhérant au paradigme épistémologique constructiviste, cette étude doctorale se distingue par ses allers-retours entre le terrain et les connaissances théoriques lui accordant un statut de recherche abductive. Mettant l'accent sur la compréhension de dynamiques se déroulant dans un environnement unique et visant l'exploration, la description et l'explication d'un phénomène pour en dégager une modélisation, l'étude de cas s'avère une méthode de recherche appropriée (Gummesson, 2000; Hlady Rispal, 2002; Nieto et Pérez, 2000; Robson, 1993; Tashakkori et Teddlie, 1998). Les quatre outils de cueillette de données se sont avérés être la recherche documentaire, les entrevues semi-structurées avec des gestionnaires intermédiaires et de premier niveau, l'observation-participation des activités de gestion du changement ainsi que des documents produits et discutés avec l'équipe de gestion du changement. L'analyse de ces données a suivi trois étapes soient une première étape de codage pendant la collecte de données, une deuxième étape d'analyse avec le logiciel d'analyse qualitative Atlas.ti et une troisième étape de modélisation. Bien qu'ayant suivi trois étapes, l'analyse de données s'est davantage présentée comme un processus itératif avec des activités concomitantes de mises à jour de la littérature, de codage, de création de catégories conceptualisantes et de modélisation. Cette façon de procéder s'appuie sur les méthodes de Hlady Rispal (2002), Laperrière (1997b), Miles et Huberman (2003) et Paillé et Mucchielli (2003). Les principaux résultats de recherche émanant de l'étude de cas sont la description et l'évaluation d'activités de gestion du changement réalisées par une équipe de gestion du changement afin de soutenir les gestionnaires intermédiaires et de premier niveau. Les entrevues avec les gestionnaires appuient le choix d'activités offert par l'équipe de gestion du changement à Hydro-Québec ainsi que celles émanant de la littérature. Le côté original issu des entrevues avec les gestionnaires consiste à l'émergence de principes opératoires. En effet, les améliorations suggérées par les gestionnaires prennent la forme de principes opératoires venant ainsi guider l'équipe de gestion du changement dans la réalisation de leurs activités. Il se dégage alors un modèle composé de six groupes d'activités et de trois principes opératoires. Les activités sont les suivantes : Implication des gestionnaires et des employés, Communication, Ateliers de préparation au changement, Ateliers et formation sur la gestion du changement, Plan de gestion du changement et Formation. Quant aux principes opératoires, il s'agit de : Activités génériques de plus en plus spécifiques, Contextualisation des activités et Intervention de la ligne hiérarchique. Lorsque cette liste d'activités est comparée aux activités communes aux équipes de gestion du changement (Collerette et ses collaborateurs, 2002, 2003a, 2003c, 2004; Fabi, Martin et Valois, 1999; Grenier et Gowigati, 2002; Prosci, 2006a, 2006b, 2006c; Rondeau, 1999; Sherer, Kohli et Baron, 2003; Victor et Franckeiss, 2002) et aux gestionnaires (Bareil, 2004; Collerette, Schneider et Legris, 2003c; Coyle-Shapiro, 1999; Doyle, 2002; Fabi et al., 1999; Prosci, 2006b) issues de la littérature, il ressort que toutes les activités de la littérature sont incluses dans celles émergentes de l'étude de cas réalisée à Hydro-Québec. De plus, le modèle provenant de l'étude de cas se démarque des autres modèles présents dans la littérature par deux principaux éléments. D'abord, les activités ne sont pas uniquement nommées, elles sont richement décrites et accompagnées d'exemples. Puis, les activités sont accompagnées de principes opératoires pour enrichir les activités de gestion du changement et guider leur réalisation. En contrepartie, les gestionnaires rencontrés à Hydro-Québec soulignent que les activités de gestion du changement réalisées par l'équipe GCC ne prennent pas suffisamment en compte les aspects humains dont la qualité de la relation établie entre l'équipe GCC et les gestionnaires ainsi que l'identification des besoins des gestionnaires suivie de l'ajustement des activités pour répondre à ces besoins. Il apparait en effet que l'équipe GCC aurait eu avantage à favoriser davantage les échanges de négociations avec les gestionnaires, aspect d'ailleurs soulevé par Collerette, Schneider et Legris (2003b) et Giroux (1998). Quant à l'identification des besoins et des ajustements aux activités, il semble que l'équipe GCC désirait s'en tenir à son programme initial. Lorsque les participants aux activités (gestionnaires et employés) émettaient des critiques, l'équipe GCC semblait peu ouverte l'état psychologique des participants. À titre illustratif, au lieu d'envisager des ajustements à une activité de formation, la décision de l'équipe GCC a plutôt été de l'annuler. Il faut toutefois mentionner, qu'en contre partie, des efforts ont été déployés par l'équipe GCC pour ajuster les activités entourant les Supers utilisateurs. Nonobstant ces améliorations possibles, le modèle émergeant de l'étude de cas à Hydro-Québec pourrait être transférable dans d'autres milieux organisationnels pour guider des équipes de gestion du changement dans le cadre de projet d'implantation de SGI. Outre le fait d'offrir un modèle d'intervention pour une équipe de gestion du changement transférable dans d'autres milieux organisationnels, cette recherche doctorale permet également d'accroître le nombre d'études empiriques dans un domaine qui en contient peu. Cette thèse offre ainsi une étude de cas portant sur le fonctionnement d'une équipe de gestion du changement dans un projet d'implantation de SGI tout en présentant une panoplie d'activités précises en gestion du changement accompagnées du niveau de satisfaction de gestionnaires intermédiaires et de premier niveau à l'égard de ces activités.