The Effect of Employees Attitudes Towards Change Management Practices: The Case of Ethiopian Electric Power
No Thumbnail Available
Date
2024-10
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Addis Ababa University
Abstract
Change is inevitable in today's dynamic business environment. Effective change management practices (CMP) are crucial for organizations undergoing significant transformations, like Ethiopian Electric Power (EEP), a state-owned utility company. This study examined the effect of employee attitudes towards change management practice (CMP). Employee attitude include readiness, commitment, openness, and cynicism. It investigated how communication strategy, employee involvement, training & development, and leadership behavior are influenced by these attitudes. A mixed-methods approach utilizing quantitative surveys (n=316) and qualitative interviews provided a comprehensive understanding. The purposive sample chosen ensured diverse representation across departments and change involvement levels. Survey instruments were developed based on established change management theories and prior research. Semi-structured interviews captured individual experiences and perspectives. Data analysis employed descriptive statistics, correlation analysis, regression analysis, and ANOVA to assess the predictive power of employee attitudes toward CMP and quantitative data relationships. The regression model revealed significant positive correlations for communication strategy with readiness for change, employee involvement with commitment, training programs with openness, and negative correlation of leadership behaviors with reduced cynicism. Thematic analysis identified recurring themes from qualitative data. Model fitness tests confirmed regression model reliability and validity. The findings highlight the critical role of well-implemented CMP for fostering positive employee attitudes and successful organizational change at EEP. Recommendations include strengthening employee involvement, enhancing training programs, improving communication strategies, and exhibiting transparent and supportive leadership. These efforts are essential for smooth transitions, reduced resistance, and building trust during organizational changes. In conclusion, this study contributes to the knowledge of change management in the Ethiopian electric power sector by providing a thorough examination and valuable insights. It lays the groundwork for further research and real-world applications in related fields.
Keywords: Readiness for Change, Commitment to Change, Openness to Change, Cynicism about Change, Communication Strategy, Employee Involvement, Training and Development, Leadership Behavior, Mixed-Methods Approach, Quantitative Surveys, Qualitative Interviews, Purposive Sample, Descriptive Statistics, Correlation Analysis, Regression Analysis, ANOVA, Ethiopian Electric Power (EEP), Organizational Change, Model Fitness.