Organizational Change Effects on Employees

This assignment provides an analysis of the effects of organizational change on employees, using a case study of a company undergoing significant restructuring and downsizing. The research examines how employees cope with changes in their roles, responsibilities, and job security. It also explores the impact of these changes on employee attitudes, including job satisfaction and role ambiguity. The study highlights the importance of evaluating behavioral measures over an extended period to accurately assess the effects of organizational change.

How workplace change affect people
Author
University of affiliation.
Abstract
People are affected by complex and pervasive organizational change in multiple ways. The
author has observed and carried survey on three different occasions on blue collar and white
collar employees during a time when the organization experienced change. For example during,
implementation of new technologies into the organization, during the downsizing of employees
and difficult financial period. Majority of the measures taken on the numerous catalogues of the
work and family relationship showed negative and positive effects that were lasting. The results
are conferred in regards to the recent thinking concerning the implementation of change in
workers and its consequences.
Keywords: workplace change, people, organization.
Introduction
Work for the majority of people has changed
significantly over the past years. The
workplace has gone through an entirely
radical change acknowledging the diversity
and the complexity of the effects and
variations of the workplace ( Ashford, Lee,
& Bobko,2010). The main reason behind
workplace change for the most organization
has been the thrive to global competition.
Managers have been compiled by the
external forces such as the innovation in
technologies, intensified and the increased
international competition and the power
enhanced by the outside investors.
Employees, managers, and researchers are
familiar with the new terms used to describe
the change in the workplace such as re-
engineering, downsizing, outsourcing, and
offshoring (Barnett, & Carroll,2012).

Despite how frequent these terms are used,
they do not connect to the feeling or the
effects of those going through these change
go through during this difficult times
(Barnett, & Carroll,2012).
The primary intention of this reading is to
show what going through society change is
like for those employees that survived the
transition, points of view. Several
psychological questions can be answered.
Does the employee attitude towards work
remain stable after change implementation
or do they move in in line with the
organization changes? Did the change in the
amplified computerization and lean
processes introduced by the company,
advance the worker's consummation and
work involvement?
Literature review
In an organization the literature on the
change is extensive, encompassing among
another issue; the factors which lead to
initiation of change by the managers, the
various modes efficacy in change
implementation, the employees resistance to
change and the effects that these changes
have on the employee attitude and
performance to the workplace and the job
itself (Fedor, Caldwell, & Herold,2006). For
a review conducted, it is ore event that the
organization is continually engaging in the
numerous changes increasingly and that
these changes are not often distinct events,
but they are somewhat part of a process that
is ongoing. Nevertheless, the effects of these
continuing and multiple changes result in
complex and ambivalent results often. For
instance, change can lead to product
improvement in both the quality and
productivity. However, it can lower the
commitment and the morale of the
workforce (Fugate, Kinicki, &
Prussia,2008). The assessment impact can,
however, be incomplete if the organization
change was measured shortly after the
change implementation.

Our focus on this article is to look into the
effects of the workplace change
implementation on the people. The report
will not examine the fairness of the
application of these changes or the
effectiveness of these changes. However, the
article will acknowledge the organization
does change the people who reside in them.
The people job attitude is tracked down, the
position of the organization, the relationship
with the family, the effect of change
implementation on the employees’ health
(Herold, Fedor,& Caldwell,2007).
It is acceptable that the organization adopt
practice and programs to influence the
employee's behaviors through, for instance,
an initiative in the organization change. It is
assumed in this article that brilliant events
such as mass layoffs are more likely to
affect the attitude of the employee behavior
(Boeker, 2014). However, due to their
disruptive nature and dramatic nature, these
changes are likely to stir up the emotional
effects in the organization resulting to more
profound behavioral and more profound
attitudinal change among employees.
Attention is paid to the impact of the change
in employees regarding their commitment,
devotion to work in comparison to their
other significant spheres such as family and
leisure activities. Various authors have
pointed out the decline in the trust levels in
the company top management, other
employee engagement and company goals
commitment.
The company under study experienced many
troublesome deviations during the period of
our study. The organization formed a merger
with a rival company, initiated and
restructuring and re-engineering process that
led to the constant mass layoffs. With the
increase in the amount of companies passing
such changes so does the increase in the
research examining their impact of these
changes on the employees (Huy, 2014). Since
it is not possible to review this literature in

in this article, we can easily say that mergers
and massive layoffs and acquisition often
seem to produce a negative psychological
response in the surviving employees. The
people who survive the dismissal often
become too unconfident about their jobs and
are less likely to become innovative and less
steadfast to the organization, with a less
trusting mentality to the top management
(Judge,Thoresen, Pucik,& Welbourne,2012).
Methodology
250 people were selected at random both on
white collar and blue collar jobs. A letter
was emailed to the elucidation the goals and
nature of the research, and they were asked
if they are willing to take part in a study that
evaluated the effects of the workplace on the
people. Of the selected sample size, 200
expressed their desire to take part in the
study. 180 of the 200 people, remained in
the company after change implementation.
On second time, 160 of these responded
again to the survey: 30 left the company
before the third survey round, of the
remaining 130,100 returned .80 of the
remaining provided data that was usable.
Analysis and research
The job boldness pattern shows a clear
tendency for all the variables; there is a
important change either in second, third or
both the second and third round in
comparison to the first round. The change
direction is uniformly negative. According
to responses by the people, less job
satisfaction, ambiguity in the roles and
increased job security are consistent with the
organization described in the midst of much
turmoil and change .the second and the third
round was dominated by the massive
layoffs.
Conclusion
The people in our sample survived through
the stressful time of the organization change.
They were among the people who have
witnessed the downsizing of the
organization. They were able to develop a

survival strategy to adapt to the ever
embraced change by the organization and
endured the many moves by the top
management. It is evident that this changes
created insecurity, anxiety, and uncertainty
among them, therefore producing
deterioration in their attitudes towards their
job ( Wanberg, & Banas,2015). According
to the survey conducted, the layoffs were
majorly linked to the adoption of the new
process that required a unique set of skills
and the organization was not willing to incur
the expense of training its current employees
opting to hire new workers.
Recommendation
Based on the research carried out on effects
of employees on the workplace, we would
like to recommend the following on those
employees carrying out the impact of the
organizational change effects.to begin with,
there is considerable importance in
evaluating the behavioral measure at
different times over the certain extended
period (Rafferty, & Griffin, 2010). Suppose
we had only collected data in a single survey
we would have missed out on rebound in
many attitudinal scores. Unfortunately, there
are no clear guidelines on the appropriate
timing and duration that the study should be
collected.
References
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Barnett, W. P., & Carroll, G. R. (2012). Modeling internal organizational change.
Annual Review of Sociology, 21, 217–236.

Boeker, W. (2014). Strategic change: The influence of managerial characteristics and
organizational growth. Academy of Management Journal, 40, 152–170.
Fedor, D. M., Caldwell, S., & Herold, D. M. (2006). The effects of organizational
changes on employee commitment: A multilevel investigation. Personnel Psychology, 59,
1–29.
Fugate, M., Kinicki, A. J., & Prussia, G. E. (2008). Employee coping with organizational
change: An examination of alternative theoretical perspectives and models. Personnel
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Herold, D. M., Fedor, D. B., & Caldwell, S. (2007). Beyond change management: A
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