Change Risk And Ignorance: Attempting To Cross Chasms In Small Steps

Although the pace of organisational change is escalating, the reported success rate of large-scale change efforts remains disappointingly low. This suggests a level of risk that remains largely under acknowledged. The current study explored employee perceptions of risk in organisational change pract...
Ausführliche Beschreibung

Gespeichert in:

Autor*in:	C. L. van Tonder [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2006

Schlagwörter:	Change management change risk ethical change

Übergeordnetes Werk:	In: SA Journal of Human Resource Management - AOSIS, 2008, 4(2006), 3
Übergeordnetes Werk:	volume:4 ; year:2006 ; number:3

Links:	Link aufrufen Link aufrufen Link aufrufen Journal toc Journal toc

DOI / URN:	10.4102/sajhrm.v4i3.94

Katalog-ID:	DOAJ043806309

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callnumber-first	H - Social Science
author	C. L. van Tonder
spellingShingle	C. L. van Tonder misc HF5549-5549.5 misc Change management misc change risk misc ethical change misc Personnel management. Employment management Change Risk And Ignorance: Attempting To Cross Chasms In Small Steps
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topic_title	HF5549-5549.5 Change Risk And Ignorance: Attempting To Cross Chasms In Small Steps Change management change risk ethical change
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title	Change Risk And Ignorance: Attempting To Cross Chasms In Small Steps
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title_sort	change risk and ignorance: attempting to cross chasms in small steps
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title_auth	Change Risk And Ignorance: Attempting To Cross Chasms In Small Steps
abstract	Although the pace of organisational change is escalating, the reported success rate of large-scale change efforts remains disappointingly low. This suggests a level of risk that remains largely under acknowledged. The current study explored employee perceptions of risk in organisational change practices. Statements provided by a convenience sample of 111 respondents from seven institutions revealed a distinct awareness of change risk among employees. Identified risk areas align with the planning, involvement and implementation stages of organizational change processes. It is furthermore proposed that an ethical approach to change will minimise resistance to change and substantially reduce change risk.
abstractGer	Although the pace of organisational change is escalating, the reported success rate of large-scale change efforts remains disappointingly low. This suggests a level of risk that remains largely under acknowledged. The current study explored employee perceptions of risk in organisational change practices. Statements provided by a convenience sample of 111 respondents from seven institutions revealed a distinct awareness of change risk among employees. Identified risk areas align with the planning, involvement and implementation stages of organizational change processes. It is furthermore proposed that an ethical approach to change will minimise resistance to change and substantially reduce change risk.
abstract_unstemmed	Although the pace of organisational change is escalating, the reported success rate of large-scale change efforts remains disappointingly low. This suggests a level of risk that remains largely under acknowledged. The current study explored employee perceptions of risk in organisational change practices. Statements provided by a convenience sample of 111 respondents from seven institutions revealed a distinct awareness of change risk among employees. Identified risk areas align with the planning, involvement and implementation stages of organizational change processes. It is furthermore proposed that an ethical approach to change will minimise resistance to change and substantially reduce change risk.
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