"Barriers-to-change" in a governmental service delivery type organisation

Abstract

Very little empirical research has been conducted within the South African context and internationally in assessing barriers-to-change specifically. The intended outcome of this research was to develop a framework for proactive change management. A sample of convenience was utilised with 332 respondents. The Barriers-to-Change Questionnaire, developed for and utilised during this study, exists out of 92 items, posted in question format anchored at the extreme sides. The results yielded a single scale with a Cronbach Alpha of 0.983. It is concluded that the domain of “Barriers-to-Change�? was successful measured. The findings and their implications are also discussed

Revisiting the Validity and Reliability of the Gallup Workplace Audit in a South African Petrochemical Company

“…The underlying structure of the questionnaire was determined by principal component analyses with varimax rotation. Coetsee (2006), it is required to conduct the Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy (MSA) and the Bartlett's Test of Sphericity tests before factor anal-ysis can proceed. The results of the KMO for the WGA are reported in Table 2.…”

The relationship between barriers to change and the work engagement of employees in a South African property management company

“…Effective change management is imperative because barriers to change are evident in all changing environments and manifest in resistance to change (Coetzee & Stanz, 2007). Coetzee and Stanz state that one can define barriers to change as the obstacles that hinder change and cause resistance.…”

Organisational Identity: Another Key Consideration for Facilitating Effective and Efficient Transformational Change – Lessons from the South African Department of Correctional Services

“…A strong, positive, and enduring organisation identity which is underpinned by loyalty, commitment, unity, co-operation, collaboration, and strict adherence to organisational values can contribute immensely to the effective and efficient facilitation of transformational change efforts, thereby leading to change implementation success. On the other hand, a weak, negative, and crumbling organisation identity which is characterised by disloyalty, disunity, conflict, fragmentation, non-co-operation, lack of commitment, negation of organisational values can hinder the effective and efficient implementation of transformational change initiatives, thereby contributing to the high failure rate in change implementation, as highlighted by Hattingh (2004), Coetzee and Stanz (2007), Alvesson and Svenningsson (2008), Aiken and Keller (2009). Turner, Hallencreutz and Haley (2009), Turner (2011.…”