As organisations grapple with change in an ever changing business environment at the centre
of all are employees. More often than not the process is viewed in one dimension and that is,
how best will the organisation implement the change process. Very little focus is given on the
impact that changes have on the ability of employees to cope with the change and continue to
deliver excellent quality of work and stay focused. Today’s business leaders are expected to
go beyond managing the change process but to ensure that employees understand the need for
the change.
The case study evaluates how BPSA employees’ motivation and performance was impacted
by changes in their organisation. The study also examines the impact of a clearly defined need
for change, well defined change objectives and excellently communicated vision in
motivating employees and leading to superior performance. Primary data was gathered by
means of a structure quantitative questionnaire.
A sample of 64 employees participated and responded to the questionnaire, the respondents
were from diverse departments within BP Southern Africa. The study only focused on all the
employees that were affected by the change process. Statistical analysis involved both
descriptive and inferential statistics (correlation). Findings indicated that there was a
negligible positive and insignificant relationship between motivation and organisational
change. And there’s no correlation between performance and organisational change. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2011.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:ukzn/oai:http://researchspace.ukzn.ac.za:10413/9718 |
| Date | January 2011 |
| Creators | Matyesha, Monde Eric. |
| Contributors | Vajeth, Taahir A. |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | English |
| Type | Thesis |
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