A Case Study Razali Mat Zin

The first part of this research determines the relationship between ten selected variables and employees' acceptance of a planned change in Malaysian Airlines. The second part draws on the original findings to conceptually investigate the potential role, degree and nature of internal marketing as a positive agent of change. The findings initially determine the causality of the primary research results. Subsequently and prescriptively, they indicate that ‘perception management' through internal marketing may play a critical role in both the acceptance and the implementation of change, especially regarding the more professional positions/processes of an organisation. The paper finally develops a provisional prescriptive model of internal marketing towards organisational change and expands on the practical and managerial implications of the findings. The value of the research lies primarily in its unorthodox introduction of internal marketing as a catalytic agent of organisational change, as well as in its prescriptive managerial implications and its innovative contemporary marketing context.

This study focused on two main constructs; frequency of change (FoC) and the job burnout in the workplace. It employed a quantitative design to examine the relationship between employees' perceived "frequency of change" (FoC) occurring in their organizations and job burnout subscales -exhaustion, cynicism and professional efficacy. The respondents were low and middle level staff; managers and senior managers in selected manufacturing, information technology (IT) service organizations. Significant differences were found in levels of exhaustion between Financial Services employees and employees of other organization types. Finally, the difference was shown to exist in levels of cynicism between senior managers and employees when perceived FoC is high.

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