EMPLOYEE ATTITUDE TO ORGANISATIONAL CHANGE IN SMALL AND MEDIUM-SIZED ENTERPRISES
Abstract
The crisis caused by the coronavirus pandemic affects the daily operation of organisations, which also brings changes in the life of their workforce. Managing organisational change has been a significant challenge for organisations for several decades. The aim of the research is to assess the behaviour of affected employees toward organisational change. It is examined how different groups of employee’s experience change in general and what they think about organisational change. Furthermore, it is explored whether employees understand the motivation behind the change and how does the change impact their organisation. To answer the research questions, a comprehensive questionnaire survey of small and medium-sized enterprises in Hungary was conducted in autumn 2021. The suitability of the application of factor analysis evaluating the dependence of selected areas of the questionnaire was supported by Barlett test a Cronbach’s alfa coefficient. For individual hypotheses two-sample t-test, contingency table analysis, and Pearson’s Chi-squared test, were applied. The evaluation of the 215 questionnaires shows that the behaviour of employees toward organisational changes is different. The difference in attitudes to the benefit of organizational change for employees were identified, but not for enterprise. Furthermore, the difference in attitudes between employees who have undergone organizational change in the enterprise and those who have not undergone organizational change, were identified too. It is interesting that contingency between the extent to which managers play a role in change and the well-executed nature of change were detected. The practical usage of the research can be helpful for SME management, especially in the HR field. The management can consider that employees may be afraid of the changes if they are ahead of them, but if the change is handled well, people will think positively of it.
Full text
94 2023, olume 26, issue 1, pp. 94–110, DOI: 10.15240/ ul/001/2023-1-006
Business Adminis a ion and Managemen
EMPLOYEE ATTITUDE TO ORGANISATIONAL
CHANGE IN SMALL AND MEDIUM-SIZED
ENTERPRISES
Pe e Ka ácsony1, Zdenko Me zke 2, Tihana Vasic3,
Judi Pe a Kol ai4
1 J. Selye Uni e si y in Komá no, Facul y o Economics and In o ma ics, Depa men o Economics, Slo akia,
ORCID: 0000-0001-7559-0488, [email p o ec ed];
2 Tomas Ba a Uni e si y in Zlín, Facul y o managemen and Economics, Cen e o Applied Economics Resea ch,
Czech Republic, ORCID: 0000-0002-6962-2428, [email p o ec ed] (co esponding au ho );
3 Széchenyi Is án Uni e si y in Győ , Facul y o Economics, Doc o al School o Regional and Business
Adminis a ion Sciences, Hunga y, ORCID: 0000-0001-5917-5479, [email p o ec ed];
4 Széchenyi Is án Uni e si y in Győ , Facul y o Economics, Depa men o Economic Analysis, Hunga y,
ORCID: 0000-0003-3817-3030, [email p o ec ed].
Abs ac : The c isis caused by he co ona i us pandemic a ec s he daily ope a ion o o ganisa ions,
which also b ings changes in he li e o hei wo k o ce. Managing o ganisa ional change has been
a signi ican challenge o o ganisa ions o se e al decades. The aim o he esea ch is o assess
he beha iou o a ec ed employees owa d o ganisa ional change. I is examined how di e en
g oups o employee’s expe ience change in gene al and wha hey hink abou o ganisa ional
change. Fu he mo e, i is explo ed whe he employees unde s and he mo i a ion behind he
change and how does he change impac hei o ganisa ion. To answe he esea ch ques ions,
a comp ehensi e ques ionnai e su ey o small and medium-sized en e p ises in Hunga y was
conduc ed in au umn 2021. The sui abili y o he applica ion o ac o analysis e alua ing he
dependence o selec ed a eas o he ques ionnai e was suppo ed by Ba le es a C onbach’s al a
coe icien . Fo indi idual hypo heses wo-sample - es , con ingency able analysis, and Pea son’s
Chi-squa ed es , we e applied. The e alua ion o he 215 ques ionnai es shows ha he beha iou
o employees owa d o ganisa ional changes is di e en . The di e ence in a i udes o he bene i
o o ganiza ional change o employees we e iden i ied, bu no o en e p ise. Fu he mo e, he
di e ence in a i udes be ween employees who ha e unde gone o ganiza ional change in he
en e p ise and hose who ha e no unde gone o ganiza ional change, we e iden i ied oo. I is
in e es ing ha con ingency be ween he ex en o which manage s play a ole in change and he
well-execu ed na u e o change we e de ec ed. The p ac ical usage o he esea ch can be help ul
o SME managemen , especially in he HR ield. The managemen can conside ha employees
may be a aid o he changes i hey a e ahead o hem, bu i he change is handled well, people
will hink posi i ely o i .
Keywo ds: Employees, o ganisa ional change, SMEs, HR managemen , Hunga y.
JEL Classi ica ion: J01, J21, J24, M12, M51, M54, O15.
APA S yle Ci a ion: Ka ácsony, P., Me zke , Z., Vasic, T., & Kol ai, J. P. (2023). Employee
A i ude o O ganisa ional Change in Small and Medium-Sized En e p ises. E&M Economics
and Managemen , 26(1), 94–110. h ps://doi.o g/10.15240/ ul/001/2023-1-006
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In oduc ion
The pape ’s aim is, in a b oade sense, hu-
man esou ce managemen in he con ex
o change managemen . Di e en g oups o
indi iduals manage change di e en ly. The e-
o e, i is essen ial, app op ia e and expedien
o examine he pe cep ion o change in he
21s cen u y. Changes a e happening mo e and
mo e equen ly due o scien i ic and echnical
p og ess. Changes a e pa o he li e o e e y
single membe o socie y o e e y o ganisa ion.
The e o e, a s udy o his issue mus be consid-
e ed jus i ied. This pape p esen s he esul s o
esea ch ocused on small and medium-sized
en e p ises. Employees o small and medium-
sized en e p ises in he s udy e alua ed he
e ec s o possible changes in en e p ises
om hei wo k and o ganisa ion. The a icle
examined in mo e dep h pe sonal pe cep ions,
especially hose who ha e no ye unde gone
a change. The second g oup su eyed a e
employees who ha e al eady passed h ough
he g ound in hei p o essional li es. When ex-
amining pe sonal obse a ions, he a en ion is
paid o he impo ance o leade ship (company
manage s) in o ganisa ional changes, e.g., em-
ployees’ a i udes on his opic. This pape
highligh s wha d i es o ganisa ional change
in Hunga ian SMEs. This s udy assesses he
causal ela ionship be ween o ganisa ional
change and employee managemen .
One o he mos impo an asks o man-
agemen is o pe o m o ganisa ional changes
in line wi h global changes o achie e op imal
pe o mance. The ul ima e goal is o main ain
o imp o e o ganisa ional pe o mance by
in luencing o ganisa ional cha ac e is ics. This
is especially impo an o companies in di icul
si ua ions due o he c isis caused by he cu -
en co ona i us pandemic.
Speaking o o ganisa ional change, he
esea che s can dis inguish be ween ine i able
change and change ini ia ed by membe s o an
o ganisa ion (Pe ig ew e al., 2001). Ta ge ed
o ganisa ional changes, which a e c ea ed by
he en i onmen and by own in e nal conscious
s eps on he pa o manage s and employees,
a e he esul s o he de elopmen and adap -
abili y o a pa icula o ganisa ion.
Nume ous pape s (Alqa awenah, 2018;
Mendy, 2020; Sil a e al., 2019) ha e eme ged
in he con ex o o ganisa ional change in ecen
decades ha in es iga e he opic om a no el
app oach o hose in ol ed in o ganisa ional
change. I was demons a ed ha he e a e di -
e ences o simila i ies be ween indi iduals who
ha e p e iously unde gone a change bu ha e
no ye been a ec ed by he change. Ba ilana
e al. (2010) also examine whe he a pa icula
job posi ion and manage s play a ole in he
ou come o o ganisa ional change. The esul s
o some s udies (Lines e al., 2015; S ojano ic
Aleksic e al., 2015) indica e ha one o he
mos commonly easons o ailu e o o ganiza-
ional change is esis ance employee o o gani-
za ional change. On he con a y, he esea ch
o Kash (2014) deals wi h he success ac o s
o changes om he poin o iew o exis ing
models. P e ious esea ch emphasizes he
impo ance o add essing he issue and shows
a esea ch gap. The aim o he p esen ed wo k
is o iden i y he employee’s pe cep ion o o -
ganisa ional changes in Hunga ian SMEs. Sub-
sequen ly, he beha iou o a ec ed employees
o o ganisa ional change is assessed and a
he same ime, he iden i ica ion o a i udes is
desc ibed, how di e en g oups o employees
expe ience change in gene al, and wha hey
hink abou o ganisa ional change. A pa ial
aim o he esea ch was also o examine he
ques ion whe he employees unde s and he
mo i a ion behind he change and how does
he change impac hei o ganisa ion.
The esea ch ia a comp ehensi e ques-
ionnai e su ey occu ed in he au umn o 2021.
The da a a e e y cu en , e lec ing he cu en
si ua ion in he coun y, also de e mined by
COVID-19. Simila esea ch has no ye been
ca ied ou in he s udy a ea. The e o e, i was
jus i ied o ill he esea ch gap and iden i y he
si ua ion in he coun y unde in es iga ion.
The pape con ained om ollowing s uc-
u e: in he heo e ical pa he li e a y e iew
esul s a e p esen ed, which can be con on ed
wi h ob ained da a. The nex pa o he a icle
p esen s he aim o he wo k, me hodology and
scien i ic hypo heses. In he esul s sec ion, he
esul s p esen ed and he compa ed wi h o he
s udies. In he end, he p elimina y esul s o
he esea ch a e o mula ed.
1. Theo e ical Backg ound
O ganisa ional change is one o he essen ial
concep s in managemen (Budhi aja, 2021).
In ou esea ch he o ganiza ional change is
pe cei ed in he same way as in esea ch o Ba-
balola e al. (2016), Aslam e al. (2018), Chang
(2021), Skea (2021), and Blackman e al.
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(2022) as any ans o ma ion ha occu s in one
o he essen ial cha ac e is ics o o ganisa ions
(p ocesses, echnology, ou pu s, s uc u e, cul-
u e, powe ela ions, beha iou ), i is a p ocess
ha se es o enew he o m and goals o an
o ganisa ion o se e he in e es s o he o gan-
isa ion’s in e nal and ex e nal s akeholde s. Re-
cen ly he e exis many ypes o esea ch ha
in es iga e o ganisa ional change om di e en
poin o iew (e.g., Gem a e al., 2022; Kemen
e al., 2021; Khan e al., 2022). Acco ding o
Dob o ič and Timko á (2017) o ganisa ional
changes ha e a meaning ul impac on co po a e
g ow h, su i al, e iciency o compe i i eness.
Roche ille e al. (2021) desc ibe how communi-
ies ex e nal o o ganisa ions can also ini ia e
change wi hin o ganisa ions. S ou en e al.
(2018) e iew bo h c i ical ene s o widely used
p ac i ione -o ien ed change models. An icipa-
ion o o ganisa ional change was esea ched
by K ogh (2018) and Ra e y and Res ubog
(2017). Beycioglu and Kondakci (2021) discuss
he meaning o o ganisa ional change, change
dynamics, and he cu en s a e o deba es
on o ganisa ional change in schools. G aham
e al. (2022) examines o ganisa ional change
schola ship wi hin human se ice o ganisa ions
be ween 1968 and 2020. Wol e al. (2022)
in es iga ed he in e ela ionship be ween o -
ganisa ional lea ning and o ganisa ional cul u e
change. I an o ganisa ion is o be success ul,
i mus be able o emb ace he concep o o -
ganisa ional change o op imise pe o mance,
because i s eng hens he en e p ise o ace
he di icul ies o bo h ex e nal and in e nal
p oblems (Alsha a i, 2019).
In his ega d impo an issue o he o ga ni-
za ional changes is managemen o s akeholde s
ela ions, including employe b and de elopmen
(Samoliuk e al., 2022) and changes in CRM
using ad anced IT ools (Roshchyk e al., 2022).
In he cu en COVID-19 si ua ion, i is e en
mo e impo an o alk abou he changes in
he o ganisa ions as i has b ough change in
wo k-li e, managemen , and na u e o he wo k
(Amis & Janz, 2020). The global pandemic
o ces companies o espond o highly u bulen
condi ions and cons an ly adap o changing
condi ions (Hi ka e al., 2021). As unce ain y
abou he u he de elopmen o a global
pandemic emains e y high, o su i e and
s ay in he ma ke , business manage s a e
o ced o look o comp ehensi e solu ions
ha suppo he op imisa ion o hei business
and ans o ma ion p ocesses (Kucha číko á
& Mičiak, 2018; Lo inco a e al., 2022). En e -
p ises mus build an e ec i e s a egy o help
hem succeed in a highly compe i i e en i on-
men (Belas e al., 2020a; Hi ka e al., 2018;
Lo inco á e al., 2016). The e o e people in
business mus deal wi h addi ional s ains om
s akeholde s and socie y (Ga u o a e al.,
2020; Kozubiko a e al., 2015; Smekalo a
e al., 2014). To achie e a posi i e esponse
om employees, i is necessa y o in e connec
ac i i ies wi hin indi idual unc ions o human
esou ce managemen wi h desi ed alues, a -
i udes and wo k beha iou (Rozsa e al., 2022;
S acho e al., 2017; U banco a & V abco a,
2020). Acco ding o Hi ka e al. (2019) and S a-
cho e al. (2021) key manage ial compe encies
a e o c ea e a mo i a ing wo k en i onmen
and posi i e wo k a mosphe e.
O ganisa ional change is conside ed by
Aslam e al. (2018) as any ans o ma ion ha
occu s in one o he essen ial cha ac e is ics o
o ganisa ions (p ocesses, echnology, ou pu s,
s uc u e, cul u e, powe ela ions, beha iou ).
I is a p ocess ha se es o enew he o m and
goals o an o ganisa ion o se e he in e es s o
he o ganisa ion’s in e nal and ex e nal s ake-
holde s (Babalola e al., 2016). I can include
me ge s, acquisi ions, ou sou cing, downsizing,
o gene al o ganisa ional ans o ma ion (Ba -
ilana & Cascia o, 2012). The changes occu
as a esul o he conscious in e en ion o he
o ganisa ion’s managemen (Laza e ić e al.,
2020; Ne es e al., 2018). I he o ganisa ional
change was planned co ec ly, i is ul ima ely
success ul. On he o he hand, i he change
is no scheduled co ec ly, i is no success ul.
Change planning can be seen as a necessa y
pa o implemen ing change in en e p ise
(Dob o ič & Timko á, 2017). Some au ho s
desc ibe o ganisa ional changes as a neces-
si y o gain compe i i e ad an age. O cou se,
o al en e p ise imp o emen (inc easing pe -
o mance) is a sui able measu emen ool o
an o ganisa ional change (Ma inez & Po luka,
2015).
O ganisa ional changes o en equi e
sol ing decision – making asks on he use o
ou sou cing p inciples, o managemen o sup-
po business p ocesses by he o m o acil-
i y managemen (D o ský e al., 2020). In his
con ex , he esea ch esul s o Po kány e al.
(2021) and Kamodyo á e al. (2020) poin ed
ou he po en ial o imp o ing he quali y o
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Business Adminis a ion and Managemen
en e p ise p ocesses’ quali y and c ea ing
space and ime o manage he co e business
ac i i ies. The discussion abou bene i s esul -
ing om implemen a ion o acili y managemen
o o ganisa ional changes is p esen ed in he
esea ch o Goulden and Spence (2015) and
Pheng Low e al. (2019). Wha is essen ial when
i is possible o use he p inciples o ou sou cing
is cos sa ings. Po kany e al. (2016) deal wi h
he me hodology o quan i ying cos sa ings
om ou sou cing. The bene i s, and isks o his
manage ial app oach o change ha e also been
highligh ed. The e exis simila esea ch deal-
ing wi h he use o ou sou cing managemen
p inciples in p ac ice such as he esea ch o
Cal o (2018), and Kim e al. (2018).
The e can be a ious easons o o ganisa-
ional change. When an o ganisa ion decides
wha i wan s o change and wha p ocesses
and s uc u es i wan s o op imise, i is called
in e nal o olun a y change. In his case, he
o ganisa ion has he igh and oppo uni y o
plan he change, c ea e he p ope s uc u e o
achie e i s goals and op imise i s p ocesses.
Ex e nally d i en change is based on an ex e -
nal componen , o en e e ed o as coe cion o
p essu e. Acco ding o Ba ends e al. (2013)
an ex e nal ac o can be poli ical, economic,
o social p ocesses and hei impac on an o -
ganisa ion. An ex e nally igge ed change can
o en be con using o an o ganisa ion, as he e,
he s a e o equilib ium is dis up ed, which he
sys em hen ies o es o e. I is wo h adjus ing
he ac o s ha depend on us so ha he sys em
mo es in a di ec ion ha sui s us as a esul o
he e ec o he componen s ha bo h ely on us
and a e independen o us. I is impo an ha
he ha mony o s uc u es and p ocesses can
be el and ound in he o ganisa ional sys em.
O ganisa ional change can ans o m he
a i udes and beha iou o hose wo king in an
o ganisa ion (Muldoon, 2019). Indi iduals who
ha e p e iously unde gone changes a e mo e
likely o adap o change and he new sys ems
ha come wi h i mo e easily han indi iduals
who i s encoun e o ganisa ional change
(Lines, 2004). The leade in ol ed in he change
p ocess mus he e o e conside how o ensu e
ha employees do no ace sudden change
and ha he ques ion o why speci ic changes
ake place should o should no be add essed
(Ba ilana e al., 2010). The change mus be
communica ed o he employees, and a he
same ime, he employee mus unde s and hei
du ies o cla i y he ac i i ies ha s/he should
do and which s/he is esponsible o (Olexo a
& Gajdos, 2016). Un o una ely, change can
o en esul in esis ance o change in an o -
ganisa ion. Acco ding o Sup iya i e al. (2019)
i can ha e pe sonal o o ganisa ional easons.
Pe sonal easons can be mainly aced o psy-
chological ac o s: ea o some hing new, cling-
ing o he s a us quo, a oiding insecu i y. When
some hing new happens, man o en hinks he
cu en s a e is igh , and he does no know i he
will ge a be e o wo se pic u e wi h he change
a hand, so he decides he does no wan change
o happen. A simila a i ude is sha ed by Dahl
(2011). A man is no o en econciled o change
because he eels ha he will no be able o
comple e he new, unknown asks in ol ed a
he cu en (app op ia e) le el, so his may a -
ec his income. A mo e po en e sion o his
eason is when a man ea s educed income
and he job i sel . Resis ance can hen peak, as
losing one’s job can lead o exis en ial h ea s.
In such cases, a slowdown a wo k o a s ike is
ypical. In his con ex , Sil a e al. (2019) iden i-
ied eigh easons why people esis change in
an o ganisa ion. They a e he ollowings: loss o
s a us o job secu i y in he o ganisa ion, poo ly
aligned (non- ein o cing) ewa d sys ems, su -
p ise and ea o he unknown, pee p essu e,
a clima e o mis us , o ganisa ional poli ics,
ea o ailu e, aul y implemen a ion app oach,
so lack o ac o poo iming.
Tha is why he manage s mus in ol e
each o ganisa ion membe (i possible) in he
change p ocesses. The employees a e c ed-
ibly in o med abou he indi idual s eps (Ca e
e al., 2013). Leade s ha e an impo an ole in
managing o ganisa ional change and success-
ully managing esis ance o i . To unde s and
o ganisa ional change, i is necessa y o look
a o ganisa ions as li ing o ganisms ha canno
be disassembled and hen pu oge he in an-
o he way. An o ganisa ion is simul aneously an
occupa ional, o ganisa ional policy and a ional
esou ce alloca ion sys em, in which all employ-
ees o he o ganisa ion a e membe s o all h ee
me hods. O ganisa ions a e complex sys ems
in which essen ial o ganisa ional cha ac e is ics
mu ually de ine o in luence each o he . Thus,
du ing o ganisa ional changes, se e al o he
c ucial a ibu es o he o ganisa ion change
simul aneously (Heckmann e al., 2016).
In mos cases, he ex en o he change in
o ganisa ional cha ac e is ics is no o he same
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in ensi y. Du ing he changes, some aspec s
domina e and e en de e mine he change i sel .
Howe e , he manne and ex en o he impac
o hese cha ac e is ics on each o he a e di i-
cul o plan, and pe haps he mos complex ask
o manage s o o ganisa ional change is o ad-
d ess his complexi y (Wiedne e al., 2017).
2. Resea ch Me hodology
This pape aims o demons a e wha d i es
o ganisa ional change in Hunga ian small and
medium-sized en e p ises. This s udy in ends o
in es iga e he causal ela ionship be ween o -
ganisa ional change and employee beha iou .
The da a was collec ed using a ques ion-
nai e om Hunga ian small and medium-sized
en e p ises. The selec ion o ques ions was
based on a comp ehensi e li e a u e e iew.
In o de o con i m he ace alidi y o he
ques ionnai e i was p o ided o a g oup o
academics and expe s who p o ided eedback
on leng h, ele ance, cla i y, wo ding, con en ,
and o ma . A e inco po a ing he eedback in
he ques ionnai e, a pilo s udy was conduc ed
among Hunga ian SMEs (N = 15). In o de o
ensu e ele ance and consis ency o answe s
C onbach’s alpha coe icien was calcula ed o
he Like scale esponse op ions and Kude -
Richa dson Fo mula 20 (KR-20) was applied
o bina y ques ions. In o de o inc ease he
eliabili y o he su ey, wo ques ions had o
be elimina ed om he ques ionnai e due o
lowe in e nal consis ency alues. The coe -
icien alues o he inal lis o ques ions was
abo e 0.70, which is conside ed o be accep -
able (Co ina, 1993).
Con enience sampling has been selec ed
o he da a collec ion o his esea ch, and a o-
al o 420 pape -based ques ionnai es we e dis-
ibu ed o andom employees o he e alua ed
o ganisa ions. The employee pa icipa ing in he
su ey was selec ed using a andom numbe
gene a o based on he lis o employees. Du -
ing he da a collec ion he ques ionnai es we e
illed in h ough ace- o- ace in e iews. O he
dis ibu ed ques ionnai es, 215 we e e aluable,
esul ing in a comple ion a e o 51%. To a oid
disc epancy, e e y esponden was b ie ed
abou con iden iali y and he pu pose o he
esea ch. The su ey was conduc ed in he all
o 2021.
The a ge companies we e add essed
acco ding o he ollowing c i e ia: companies
ope a ing in Hunga y, small and medium-sized
en e p ises, he esponden mus be an
employee o he en e p ise, a limi o one
employee pe en e p ise was se o ill in he
ques ionnai e.
The inal ques ionnai e consis ed o o al
o 30 ques ions. The su ey s a ed wi h i e
demog aphic ques ions ega ding he espon-
den ’s gende , age, occupa ion, posi ion and
yea s ac i e a p esen wo kplace. This was
ollowed by he main body o he ques ion-
nai e consis ing o wo pa s. The i s sec ion
ocused on ques ions conce ning he espon-
den ’s pe sonal eelings and a i udes ela ed o
change in gene al (e.g., expe iences ela ed o
change, pe sonal de elopmen due o change).
The second pa add essed ques ions ega d-
ing o ganisa ional change a p esen wo kplace
and he leade ’s ole in his p ocess. These
ques ions ocused among o he s on he im-
po ance o change o bo h he employee and
he o ganisa ion, he in o ma ion- low e c. Re-
ga ding he composi ion o he ques ions, he
ques ionnai e con ained mul iple-choice ques-
ions, Like -scale ques ions and dicho omous
ques ions. The ques ionnai e in ol ed con ol
ques ions in o de o emo e he esponden s
who did no i he su ey c i e ia o mis epo ed.
The collec ed ques ionnai es we e abula -
ed o do he da a analysis p ocess. A e wa ds,
s a is ical me hods we e used. Mul i a ia e
s a is ical me hods we e used o e i y he
hypo heses whe e mainly wo-sample - es ,
con ingency able analysis and Pea son’s Chi-
squa e es we e applied. The SPSS S a is ics
so wa e was used o he e alua ion. Fac o
analysis is no a single s a is ical p ocedu e bu
a collec i e e m ha e e s o a se o mul i a i-
a e s a is ical echniques. The me hod is used
o da a comp ession and s uc u e explo a ion
and agg ega es he numbe o ini ial a iables
in o so-called ac o a iables ha a e no di-
ec ly obse able. Fac o analysis is used in
many cases as he i s o mul i a ia e analyses,
one eason being o il e ou mul icollinea i y
be ween a iables. Fac o analysis se es an
excellen pu pose in his case, as he esul ing
ac o s do no co ela e wi h each o he a all.
The a icle in e es was o e i y hese hypo h-
eses (H1–H4), which assume ha :
H1: The e exis a di e ence in a i udes o
he bene i o o ganiza ional change o em-
ployees who ha e unde gone o ganiza ional
change in he en e p ise and hose who ha e
no unde gone o ganiza ional change.
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H2: The e exis a di e ence in a i udes o
he bene i o o ganiza ional change o he en-
e p ise be ween employees who ha e unde -
gone o ganiza ional change in he en e p ise
and hose who ha e no unde gone o ganiza-
ional change.
H3: The e exis a s a is ical dependence
be ween employees’ job and a i udes o o ga-
niza ional change.
H4: The e exis a con ingency be ween he
ex en o manage s’ ole in change and he well-
implemen ed na u e o he changes.
3. Resul s and Discussion
This chap e p esen s he main esul s o he
empi ical esea ch and hei compa ison wi h
he li e a u e in de ail. The sample (N = 215)
en ailed 49% o male and 51% o emale
pa icipan s. Acco ding o age, 29% o he e-
sponden s we e om 18 o 30 yea s, 39% we e
om 31 o 45 yea s, 26% we e om 46 o
60 yea s, and 6% we e 61 and olde . Respon-
den s o ming he sample o physical wo ke s
consis ed o 31%, whils he es comp ised in-
ellec ual wo ke s, o which 24% se ed in man-
age ial posi ions and 76% in non-manage ial
posi ions. As o he leng h o employmen a
he gi en wo kplace, 22% wo ked he e o less
han wo yea s, 25% wo ked be ween 2 and
5 yea s, 21% we e employed be ween 5 and
10 yea s, and 32% o he esponden s we e
employed a hei cu en wo kplace o mo e
han en yea s. As o changes in li e-impac ing
he esponden s, he majo i y (82%) s a ed hey
had expe ienced such. The inal e alua ion
sample included 178 ques ionnai es illed ou
by indi iduals who had al eady unde gone an
o ganisa ional change.
The impo ance o o ganisa ional changes
was poin ed ou by Budhi aja (2021). Changes
ake place di e en ly in each indi idual and
a e a ec ed by many ac o s. O ganisa ional
changes can cause nega i e and posi i e
eelings (Ma hews & Linski, 2016). The e o e,
esponden s’ gene al pe cep ions o change
we e su eyed in he i s s ep. The esponses
o esponden s who ha e al eady unde gone
o ganisa ional change we e e alua ed. O he
178 esponden s, 64.4% said hey see a chal-
lenge when he e is a change in hei li e.
41% o he esponden s ha e a neu al eeling
abou expe iencing he changes, and 22% said
ha hey ill i wi h nega i e emo ions and expe-
iences. Based on he esea ch esul , i can be
s a ed ha mo e han hal o he esponden s
(64.6%) hink posi i ely abou he changes
hey ha e expe ienced be o e. Such posi i e
esponse p o es ha esponden s no longe
objec in e ospec due o he changes ha
ha e aken place. The esul s ob ained a e con-
i med by Kee s e al. (2017), By e al. (2018)
and Roche ille e al. (2021).
Tab. 1 shows he esponden s’ answe s o
he e alua ion o he ole o he leade – a spe-
ci ic exp ession o he a i ude o he impo ance
o he leade in o ganisa ional change. Based
on he esul s, i can be s a ed ha he ole o
he leade in change is essen ial o e y impo -
an (46.2 o esponden s). In he conclusions o
hei s udy, Roche ille e al. (2021) s a e simila
esul s.
Tab. 2 shows he co ela ion ma ix as he
i s s ep o he ac o analysis, which se es o
illus a e he alues o he co ela ion be ween he
indi idual a iables which ha e been selec ed.
Based on he esul s om his ma ix, i can be
concluded ha he a iables a e sui able o ac o
analysis. The C onbach’s al a coe icien ’s alue
o Q1–Q7 was 0.89, which also suppo s i .
The nex s ep was he Ba le es , which
examines whe he he a iables in he popu-
la ion a e unco ela ed, ha is, whe he he
elemen s ou side he p incipal diame e o
he co ela ion ma ix only inad e en ly de i-
a e om ze o. The s a is ic o Ba le ’s es o
sphe ici y (Tab. 3) acqui es a p- alue o 0.000,
ha is, he null hypo hesis ha he implemen a-
ion o he sample co ela ion ma ix wi h he
conside ed a iables is a uni ma ix is ejec ed,
i.e., ac o analysis is sui able o ou da a.
No impo an
a all (%) Impo an (%) Ve y impo an (%) Mean De ia ion Va iance
5.1 46.2 46.2 2.46 0.643 0.413
Sou ce: own
Tab. 1: The impo ance o he ole o he leade in o ganisa ional change
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Tab. 3 also shows he Kaise -Meye -Olkin
(KMO) alue, which shows how sui able he
a iables a e o ac o analysis. Acco ding o
he KMO/MSA indica o , he a iables a e e y
sui able o ac o analysis, hei alue is 0.857,
which is highe han 0.8, so i can be classi ied
as e y good.
The o a ed componen ma ix in Tab. 4 di-
ided he ac o s in o wo componen s. The i s
ac o was called he p esence o leade s.
The ac o e lec s he a i ude o he employ-
ees as o whe he he manage s adequa ely
in o med he employees abou he change,
how much hey pa icipa ed in he change,
whe he he employees we e in o med abou
he change in ime, he manage s we e he e
du ing he change p ocess, whe he ongoing
suppo has been p o ided. This componen
ob ained ela i ely high alues, which can be
conside ed good. The a iable “manage s
suppo ed employees h oughou he change”
ecei ed he lowes alue, which is wo h
hinking abou , as he o he a iables ecei ed
high alues, so he e is some lack o suppo
o manage s he e – om he beginning o he
change p ocess. Compa ing hese esul s wi h
he li e a u e (Fuga e e al., 2012; Washing on
& Hacke , 2005), i can be concluded ha i
would indeed be impo an o manage s o
suppo employees du ing o ganisa ional
change. E.g., Peke şen and Tugay (2020)
add ha one eason he employees lea e he
en e p ise is being exposed o psychological
p essu e. The e o e, wo king condi ions a e
impo an o employee loyal y. In he con ex
o hese esul s, i is possible o highligh he
conclusions o S ou en e al. (2018), who iden-
i ied en e idence-based s eps in managing
Q1 Q2 Q3 Q4 Q5 Q6 Q7
Q1: I know why a change was needed. 1 0.720 0.615 0.445 0.253 0.436 0.451
Q2: I hink he change was bene icial o
me oo. 0.720 1 0.648 0.448 0.316 0.465 0.48
Q3: I hink he change has bene i ed he
o ganisa ion. 0.615 0.648 1 0.469 0.297 0.46 0.530
Q4: Manage s suppo ed employees
h oughou he change. 0.445 0.448 0.469 1 0.605 0.737 0.718
Q5: How much do you hink he leade
was in ol ed in managing change? 0.253 0.316 0.297 0.605 1 0.611 0.599
Q6: Manage s p ope ly in o med
e e yone abou he change. 0.436 0.465 0.460 0.737 0.611 1 0.828
Q7: E e yone was in o med abou he
change in ime so ha hose in ol ed
could p epa e o i .
0.451 0.480 0.530 0.718 0.559 0.828 1
Sou ce: own
Type o es Value
KMO measu e o sampling adequacy 0.857
Ba le ’s es o sphe ici y
App ox. Chi-squa ed es 753.488
d 21
Sig. 0.000
Sou ce: own
Tab. 2: Co ela ion ma ix
Tab. 3: Kaise -Meye -Olkin (KMO) and Ba le ’s es
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Business Adminis a ion and Managemen
planned o ganisa ional change along wi h
implica ions o esea ch and p ac ice. An
impo an a ea o o ganisa ional change is mo-
i a ion, which helps build an e ec i e s a egy
and po en ial highly compe i i e en i onmen
(Hi ka e al., 2018; Lo inco á e al. 2016). Also,
Hi ka e al. (2019), and S acho e al. (2021)
highligh c ea ing a mo i a ing wo k en i on-
men and a posi i e wo k a mosphe e as a key
manage ial compe ency in he mo i a ion p o-
g amme. The o he ac o was called necessi y
and use ulness, which shows how well he
employees knew he pu pose o he change
and how use ul hey el i was o hemsel es
and he o ganisa ion. The highes alue was
gi en o he a iable acco ding o which he
employee knows why he change was neces-
sa y, which can also be linked o he ac ha
a su icien ly high alue came ou o he a i-
able manage s in o med e e yone abou he
change. The lowes alue in his ca ego y was
gi en o he a iable ha change was bene i-
cial o he o ganisa ion.
Tab. 5 shows ha he wo componen s
explain he o al a iance a 77.403%, o which
he i s componen is 41.993% and he o he
is 35.410%.
3.1 Hypo heses Tes ing
Du ing he yea s spen a he o ganisa ion, some
esponden s ha e unde gone a change(s),
while o he s ha e no . I was examined whe he
iews o employees we e simila on whe he he
change would be bene icial o he esponden
(Tab. 6). To do his, he hypo hesis H1 was
se up. To es his hypo hesis a wo-sample
- es was used.
H1: The e exis a di e ence in a i udes o
he bene i o o ganiza ional change o em-
ployees who ha e unde gone o ganiza ional
change in he en e p ise and hose who ha e
no unde gone o ganiza ional change.
Componen
P esence o leade s Role o change
Q6: Manage s p ope ly in o med e e yone abou
he change. 0.853
Q5: How much do you hink he leade was
in ol ed in managing change? 0.834
Q7: E e yone was in o med abou he change in
ime so ha hose in ol ed could p epa e o i . 0.827
Q4: Manage s suppo ed employees h oughou
he change. 0.812
Q1: I know why he change was needed. 0.871
Q2: I hink he change was bene icial o me oo. 0.862
Q3: I hink he change has bene i ed he
o ganisa ion. 0.800
Sou ce: own
Componen Values a e o a ion
To al % o a iance % Cumula i e
1. Lead 2.940 41.993 41.993
2. Use ulness 2.479 35.410 77.403
Sou ce: own
Tab. 4: Ro a ed componen ma ix
Tab. 5: To al a iance explained
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Business Adminis a ion and Managemen
The accep ance ange does no include
he c i ical alue; he e o e, he null hypo h-
esis was ejec ed, i.e., he a i udes o he
wo g oups canno be conside ed he same
(p = 0.0283). Based on hese, he hypo hesis
H1 was accep ed, so he a i udes abou he
bene i o o ganiza ional o he wo g oups o
employees a e di e en . Simila esul s we e
ob ained by Sil a e al. (2019). This s udy
con i ms ha people in an o ganisa ion will
always e alua e he bene i o any change.
In connec ion wi h o ganisa ional change, he
esponden ’s iews we e simila on whe he
he change would be bene icial o he o gan-
isa ion (Tab. 7). In connec ion wi h his, he
hypo hesis H2 se up. To es he hypo hesis
a wo-sample - es was used.
H2: The e exis a di e ence in a i udes
o he bene i o o ganiza ional change o
he en e p ise be ween employees who ha e
unde gone o ganiza ional change in he en-
e p ise and hose who ha e no unde gone
o ganiza ional change.
The accep ance ange con ains he c i i-
cal alue. The e o e, he null hypo hesis was
accep ed, i.e., he a i udes o he wo g oups
o employees o he bene i o o ganiza ional
change o he en e p ise can be conside ed
he same (p = 0.872).
Based on he li e a u e, mos o he
changed employees conside he o ganisa-
ional changes o be necessa y and good
(Ko sakienė, 2006; So a & Ki an, 2014).
The s udy esul s o K ogh (2018) a gues ha
esis ance o o ganisa ional change may be
be e unde s ood as esis ance o ha ing o
gi e up ins i u ionalised igh s and esponsibili-
ies. This pape o e s a concep ual model ha
enables he sys ema ic analysis o he ela-
ional mechanisms a wo k when o ganisa ional
I hink he change would be
use ul o me oo
I hink he change has been
use ul o me oo
Mean 3.487 3.763
Va iance 0.414 0.807
Obse a ions 39 177
d 75
-s a −2.236
P (T ≤ ) wo- ail 0.0283
C i ical wo- ail 1.992
Sou ce: own
I belie e he change would
bene i he o ganisa ion
I belie e he change has
bene i ed he o ganisa ion
Mean 3.769 3.75
Va iance 0.340 0.943
Obse a ions 39 176
d 92
-s a 0.162
P (T ≤ ) wo- ail 0.872
C i ical wo- ail 1.986
Sou ce: own
Tab. 6: Two-sample - es assuming unequal a iances
Tab. 7: Two-sample - es assuming unequal a iances
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