Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references. Available also from UMI Company.

Thesis (M.A.)--University of North Texas, Dec., 2008. / Title from title page display. Includes bibliographical references.

Thesis (Ph. D.)--Ohio State University, 1996. / Includes vita. Includes bibliographical references (leaves 200-215). Available online via OhioLINK's ETD Center.

Thesis (Ph. D.)--Ohio State University, 2005. / Title from first page of PDF file. Document formatted into pages; contains xv, 290 p.; also includes graphics (some col.) Includes bibliographical references (p. 217-233). Available online via OhioLINK's ETD Center

Thesis (Ph. D.)--University of Texas at Austin, 2005. / Supervisor: Laurie K. Lewis. Vita. Includes bibliographical references.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1974. / Vita. Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (M.Com.(Communication Management))--University of Pretoria, 2006. / Executive summary in English. Includes bibliographical references. Available on the Internet via the World Wide Web.

M.Comm. (Industrial Psychology) / A substantial number of factors play a role in an individual’s acceptance of organisational change. Individuals experience a personal transition process when organisational change occurs, and as part of that process they react to organisational change in different ways. Individuals also form perceptions based on the factors that influence the acceptance of organisational change. This study focused on the manner in which organisational change is communicated to employees. Specific attention was paid to the level of detail versus the vagueness of the communication, and the reactions and perceptions as a result were explored. The sample population consisted of 36 Call Centre Consultants, selected from a Financial Institution, who were divided into three groups. Participant views on organisational change, the communication thereof and their emotional stance were assessed, after which two treatment groups received a written change announcement varying in specificity of information. Following, the views concerning the organisational change described in the written memorandum and emotional responses, as a result of the announcement were assessed. The study found that the specificity vs. ambiguity of a change communication does impact employees and influence their perceptions and emotional experience of the change. However, the nature of the change communication is not necessarily the only contributor to the employees’ acceptance of change. Further research is necessary to facilitate understanding of the contribution by other factors and the extent of each contribution.

The research component of the study was undertaken in two global industries locally. The pilot study was conducted in the airline industry. Due to the very nature of an Airline as a global operator in the service industry, the choice of the Airline Industry as research domain was logical. There exists an expectation that because of the global activities an Airline takes part in and global services that it offers, it should be exceptionally positioned to embrace globalisation and its accompanying shaping forces and trends.

Hau Wing-sze. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 82-90). / Abstracts in English and Chinese ; questionnaire also in Chinese. / Abstract --- p.i / 摘要 --- p.iii / Acknowledgement --- p.iv / Table of Content --- p.v / List of Tables --- p.vii / List of Figures --- p.viii / List of Appendices --- p.1 / Chapter Chapter One: --- Introduction --- p.2 / Psychological contract violations (PCV) --- p.4 / Psychological contract violations after organizational changes --- p.5 / Employees' reactions of psychology contract violations --- p.6 / Managerial explanations of organizational changes --- p.9 / Perceived legitimacy of explanations --- p.12 / Impression Positivity --- p.14 / Perceived sincerity --- p.17 / Mediation analyses --- p.18 / Overview --- p.19 / Chapter Chapter Two: --- Method --- p.22 / Overview --- p.22 / Study 1 --- p.22 / Study 2 --- p.25 / Chapter Chapter Three: --- Results --- p.32 / Descriptive Analyses --- p.32 / Correlations between predictors and criteria --- p.42 / Regression Analysis --- p.45 / Mediating effects of job satisfaction --- p.56 / Mediating effects of PCV --- p.61 / Chapter Chapter Four: --- Discussion --- p.62 / Psychological contract violations and employees' reactions --- p.62 / Ameliorative effects of explanations --- p.63 / Ineffective sides of explanations --- p.65 / "Three-way interactions between PCV, perceived legitimacy and impression positivity" --- p.68 / Mediating effects of job satisfaction --- p.69 / Multiple explanations --- p.70 / Explanations --- p.71 / Limitations of the Study --- p.73 / Implications for Intervention --- p.74 / Conclusions --- p.80 / References --- p.82