Abstract
Very few empirical studies have been conducted within the South African and global context on transformational change in an offender correctional environment, particularly on the human dimension of transformational change. The inadequate attention paid to the elements and dynamics of transformational change, which constitute the human dimension of transformational change has contributed tremendously to the high failure rate in the implementation of transformational change interventions. Empirical studies that seek to validate the above claim have somehow been very limited. Any empirical study that seeks to fill the empirical evidence gap mentioned above by investigating the role that people’s perceptions, reactions, experiences, resistance, personal impact, and organisational impact of change play in the management of change implementation processes becomes very important. This is what this study sought to do – to investigate, expose, and explore the impact of transformational change as one of the elements and dynamics of transformational change. It was the main objective of the study to expose managers to both the personal and organisational impact of transformational change. This was intended to ensure that managers understand the impact that transformational change initiatives have on both the employees and the organisation. A literature study was conducted in order to contextualise the impact of change within the South African Department of Correctional Services (DCS). For purposes of gathering data two survey questionnaires were utilised, which is, one for correctional officials and the other for offenders. The results of the study revealed that transformational change has a profound negative psychological and emotional impact on employees from both the intrapersonal and interpersonal perspectives.
Highlights
AND BACKGROUNDIn this era of globalisation, organisations are facing transformational change challenges that is unprecedented in terms of prevalence, speed, magnitude, implications and time needed to manage its implementation, in terms of achieving the performance objectives (Pryor et al, 2008)
Once the health of employees is negatively affected, work performance is affected negatively, thereby leading to decrease in productivity (Seun, 2010). What these findings suggest is that the personal impact of change has negative consequences in terms of employee health and organisational performance
It is for this reason that it becomes important for managers to intervene in order to mitigate the personal impact of organisational change
Summary
AND BACKGROUNDIn this era of globalisation, organisations are facing transformational change challenges that is unprecedented in terms of prevalence, speed, magnitude, implications and time needed to manage its implementation, in terms of achieving the performance objectives (Pryor et al, 2008). The changes that organisations experience is an effort to remodel, reengineer or revamp their organisational features, structural dimensions, organisational variables, organisational characteristics and organisational practices, which affect people, namely managers and employees in the organisation (Lombard and Crafford, 2003). Touching these organisational aspects, through the implementation of organisational change efforts is a way of changing things for the better. Through the implementation of organisational change efforts is a way of changing things for the better These invariably touch the people who work with these organisational aspects. Organisations cannot exist without the people (Nickols, 2010) and changes that take place within organisations cannot affect organisations to the exclusion of the people
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