The impact of employee perceptions on change in a municipal government

Abstract

PurposeThe purpose of this paper is to investigate employees' reactions to a comprehensive change: to change aspects of the organization's working atmosphere at a mid‐sized municipal government located in Ontario, Canada. It aims to use the perception of success of the ongoing change effort as the main dependent variable.Design/methodology/approachThe study was cross‐sectional in nature. Data were collected via a survey, and correlational analysis and PLS were used to analyze the data.FindingsThe results showed that the relationship between perceptions of success of the ongoing change effort and perceived sense of competence; affective commitment; satisfaction with organizational members; opportunities to participate in decision making; opportunities for development and growth; and respect in the workplace was significant.Research limitations/implicationsFuture studies should include a more objective measure of success of the change efforts, such as absenteeism, turnover, levels of service provided, helping behavior and other organizational citizenship behaviors, and grievances filed.Practical implicationsIndividual and workplace variables explain significant variance in the perception of success to improve the working atmosphere at a municipal organization. These variables should be given consideration during the implementation of change. Anecdotal evidence often indicates that leaders faced with comprehensive change do things that conflict with increasing readiness for change and to create enthusiasm for the change.Originality/valueGovernment agencies face unprecedented change. It is imperative for these organizations to manage change in an effective and efficient manner in their pursuit of creating public value. Research on change in public sector organizations is sparse.