Research on the relationship between organizational transformation and employee perception and commitment - A case example on the overseas education college of Shanghai Jiaotong University
The vigorous development of China's education industry under the transition system has brought many opportunities and challenges to Chinese education organizations. Organizational change and transformation have become an important issue, and are rich in theoretical and practical value. However, the existing research on organizational change and transformation lacks top-down systematic thinking on the two levels of organization and employees, and lacks attention to the human factor in organizational change. Moreover, the research on employees' perception and response in organizational change is inadequate, and at the same time, the research objects of the organization are mostly concentrated in commercial organizations, and the attention to Chinese educational organizations is insufficient. Due to the fragmented characteristics of the research on organizational change, there is a disconnection between the theoretical research of organizational change and management practice. Management practitioners lack a systematic knowledge system about organizational change learning and the multiple dynamics of contextualized factors, which leads to a low success rate of organizational change practice. The main purpose of the thesis is to study the motivation of organizational change of educational organizations in China and what impact it will have on the organization. What are the factors in the implementation of organizational change and how do they affect employees' awareness and commitment to change events? The author combines the experience of organizational change initiated and participated by himself, takes all the organizational reform events of the Chinese educational organisation and the employees of the changing organization as the research object, adopts in-depth case study method and questionnaire survey method to review the previous organizational change events in the Chinese educational organization, elaborates on the four major organizational change events in the past five years, analyzes the types, causes, and effects of organizational change events, and explores and explains the motivations, reasons and influences for the transformation of Chinese education organizations. On this basis, combined with the microscopic research results of event theory and organizational change theory, the author, using nested data and cross-layer analysis, explored and empirically tested the relationship between characteristics of organizational change events and employees' perception of change and the relationship between employees' perception and commitment to change in the context of organizational change, and the boundary conditions of the relationship between the two are verified based on the three perspectives of leadership style, employee individual characteristics and change communication. The research findings in this thesis provide some inspiration for the initiation and implementation of the next organizational change of the Chinese educational organization and the reform of the Chinese educational organization. Specifically, it includes the following: First, factors such as institutional changes, market drivers, and technological innovations may prompt organizations to initiate changes. In the face of China’s institutional transition, compared with commercial organizations, Chinese education organizations can be affected by more institutional changes, and the organizational changes caused by this are also more significant in scope and effect. Both the current and future development of the Chinese educational organisations should focus on the changes in the above three factors to achieve organizational sustainable development through organizational change. Second, the initiation and implementation of organizational changes may have multi-faceted impact on the organization's governance structure, organizational structure, and business processes. To ensure the smooth implementation of organizational changes, it is not only necessary to conduct planning and analysis on change motivation, duration, sphere of influence and manifestation based on the organizational level, pay attention to the employees' perception and feelings of change events in the organization, as well as focus on the important role played by employees' direct leaders and the individual differences of employees. The Chinese educational organisations must not only pay attention to the reasons for the change, but also the process of the change in the organizational change, and not only the impact of the change on the organization, but also the impact of the change on the employees. Third, in the implementation of organizational change, change communication plays an important role and directly affects employees' willingness to invest in change. Therefore, in the process of completing the top-level design of organizational change, attention also needs to be paid to the importance of communication. Communication about organizational change should not be limited to the senior management team and middle managers. It is necessary to emphasize that the change communication between middle managers and their subordinates can help improve employees' level of commitment to change. Before the organizational change is initiated, training on transformational leadership styles for middle- and high level leaders will help increase employees' recognition and investment in organizational change, and facilitate the implementation of the change.
Advisor: Carr, Sarah
Degree Name: Doctor of Business Administration
Degree Discipline: Dean's Office, School of Business
Publisher: University of Otago
Keywords: Organizational Change; Organizational Change Commitment; Leadership Style; Individual Employee Characteristics
Research Type: Thesis