Abstract
Article history: Received July 28, 2013 Accepted 10 March 2014 Available online March 11 2014 This paper studies the impacts of different factors influencing on perceived organization change in municipality organization in city of Tehran, Iran. The proposed study uses two questionnaires, one for measuring the effects of five factors including partnership, communication, training, believe in change and organization commitment and the other for organizational change in Likert scale. The study has been implemented among 147 regular employees of municipality organization in city of Tehran, Iran. Using simple regression analysis, the study has detected that all mentioned factors influence organizational change, positively. In addition, Freedman test indicates that partnership maintains the highest impact followed by believe in change, communication, organizational commitment and training. © 2014 Growing Science Ltd. All rights reserved.
Highlights
Organizational change plays essential role on the success of organizations and building continuous improvement and there are various studies to find important factors such as environmental issues (Armenakis & Bedeian, 1999; Keats & Hitt, 1988) influencing on organizational change. Burke and Litwin (1992, 2009) presented a model of organizational performance and change and provided causal linkages that hypothesize how performance was influenced and how effective change happened
This paper studies the impacts of different factors influencing on perceived organization change in municipality organization in city of Tehran, Iran
Training is another component of the survey and we consider the impact of this variable on organizational change
Summary
Organizational change plays essential role on the success of organizations and building continuous improvement and there are various studies to find important factors such as environmental issues (Armenakis & Bedeian, 1999; Keats & Hitt, 1988) influencing on organizational change. Burke and Litwin (1992, 2009) presented a model of organizational performance and change and provided causal linkages that hypothesize how performance was influenced and how effective change happened. Byrd and Marshall (1997) considered the effect of the implementation of information technology on making organizational change. Longenecker and Fink (2001) reported the results of a study on management development practices in US service and manufacturing organizations and reported that focus, feedback, and learning play essential role on organizational change. They reported that there were startling differences between the management development experiences they want and what they were getting from their organizations. Bovey and Hede (2001) discussed resistance to organizational change by investigating the role of cognitive and affective processes Schalk et al (1988) concentrated on change on organization and the effects on employee reaction. Bovey and Hede (2001) discussed resistance to organizational change by investigating the role of cognitive and affective processes
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