Finally, I would like to thank all BPSA employees who were interested in my study and those who participated in the study. According to Group COE (GCEO) Tony Hayward, BP employs more than 100,000 people from upstream (crude oil exploration and drilling) to downstream (refining and marketing).
Motivation for the study
Problem Statement
The change process meant that at one stage employees were not sure about their future with the company. The biggest challenge has been the ability of the change implementation team or change champion to keep employees energized throughout the process and to explore programs and strategies that will ensure that the level of productivity or performance is not negatively affected by the change initiative.
Objectives
The role of communication in finding alignment between the implementation team, management and employees has become an important tool for maintaining employee motivation and productivity. With a clear communication strategy in place, all stakeholders had a common understanding of the organization's future and vision.
Research Questions
Hypothesis
There is a relationship between organizational change and motivation Hypothesis 2: There is a relationship between organizational change and performance
Limitations of the study
Chapter Layout
Research Methodology Change 4 – Data Analysis
Results interpretation and integration Chapter 6 – Recommendations & Conclusion
Summary
In this chapter, the researcher contextualized the change process that occurred in BPSA in 2008. The case study was based on an organizational change that occurred in BPSA in 2008.
Introduction
The Context and meaning of change
- Organisations and their changing environment
- Overview of organisations
Bordia et al (2004, p.345) further state that employees who are not aware of the nature and consequences of the change process will feel ill-equipped for the change. If organizations do not draw parallel between their vision and the change in the environment or adjust their goals, mission, strategies and organizational culture, it can result in a bleak future (Smit and Cronje, 2002, p.216).
The need for change
Coulson-Thomas (2009, p.34) further argues that those responsible for overseeing that change process must also consider the consequences of the process for both the employees and the organization's business partners. According to Coulson-Thomas (2009, p.35) there must be a compelling reason for change for any change process to be successful.
An uncertain future
Any point that might be unclear would bring resistance and eventually failure of the whole process. The change process is a very complex process, so change leaders and business leaders must have a clear understanding of the future and set objectives for what the future organization should achieve.
Organisations today – environmental drivers of change
- Drivers of change
But the more informed the employees or individuals affected by the change initiative, the greater will be the support of the process. According to Oakland and Tanner (2007, p.581), organizational changes are more often than not the result of change in the business external environment.
The nature of organisational change
- The changing faces of change
- Different types of change
The authors Beer and Nohria (2001, p. 3) state that change is based on two types, namely E and O theory. The author further states that change is a disruptive process that can tear an organization apart if not properly managed.
Cultures of change
- The meaning of culture (what is culture?)
- Organisational culture
- Organisational culture and change
Trice and Beyer (1993) as cited in Branson (2008, p. 380) further argue that organizational culture has a major impact on how individual employees behave in an organization. Senior (2002, p. 155) listed some elements of organizational culture that are necessary to support change.
The leadership of change
- Change Agents
- The Role of a Change Agent
These interventions are critical in the first few months of the change process because of its fragility. Warriors understand how to drive change and are often successful in implementing the change process.
The experience and impact of change
- Impact of change
- The response to change
- Reaction to change
- Resistance to change
- Coping with change
Resistance to change - even desired change - is common, especially when the change is perceived as 'too much' or 'too fast'. Cohen (2002) as cited in Robbins (2002, p.3) suggests that it is important to communicate the need for change and create the urgency in order to gain buy-in for the change initiative.
Implementation of Change
Therefore, it is important for the implementation team to focus on creating the right environment for change in order to have the critical mass that will ensure the success of the change process. According to Kurt Lewin (1951) as cited in Misselhorn (2005, p. 380), he states that the process of change in an organization is categorized into three levels, Unfreeze – Change – Refreeze. A long-term vision must consider the following points, = Woodward and Hendry (2004, p. 158) state that people must deal with the process of change if they are to maintain a meaningful balance in their well-being and satisfactory performance.
It motivates people to take action in the right direction, even though the initial steps in the change process may be painful for some individuals. Thus, aligning the change process with the future objective of the company is of primary importance. Salerno and Brock (2008, p.16) argue that a change process is never a fair process even if people want it to be.
Indeed, there are people in the organization who will find favor in the change process, as well as those who will be negatively affected. The authors hypothesize that feeling uncomfortable during the change process leads to negativity, resulting in sluggish behavior and absenteeism.
How is motivation impacted by change?
According to Mol (1990) as cited in Nel et al (2004, pg.310) a person can only be motivated if that particular individual is doing what he likes to do or is fully involved in it. Smith and Cronje (2002, p.345) share the same view that motivation itself makes what is known as motive as one of its elements. Nel et al (2004, p.310) states that motivation is influenced by both internal and external forces in an organization.
So it is worth noting that while motivation is this inner driving force, it is influenced by several forces. Intrinsic motivation is related to psychological reward, such as the opportunity to use one's abilities, a sense of challenge and achievement, receiving appreciation, positive recognition, and being treated in a caring and considerate manner. Extrinsic motivation involves tangible rewards such as job promotion, financial incentives, security, contract extensions, the environment and employment conditions.
Nel et al (2004, p.326) suggest that motivation should not be viewed in isolation from other factors that influence human functionality, such as the interaction of different needs, beliefs, personality preferences, skills and abilities. Nel et al (2004, p.326) further argue that organizations should not associate performance problems with a lack of motivation.
How is performance impacted by change?
Summary
RESEARCH METHODOLOGY
- Introduction
- Aim and Objectives of the study
- Research Design and Methods
- Analysis of the Data
- Summary
- ANALYSIS OF DATA
- Introduction
- Descriptive Statistics SECTION A
According to Cooper and Schindler (2006, p.434), sampling is the selection of some of the elements within a population in order to draw conclusions about the population. Organizational change process - represents all the phases of organizational change from the selling of the idea, consultation process. Performance – this represents the ability of employee to stay focused and deliver on the work at hand.
In this chapter, the researcher will present the results of the data collected from the questionnaires that were returned and recorded. The descriptive statistics are mainly through the frequency tables and bar chart and a small analysis of the two. Finally, 12.5% (n = 8) of the respondents were in level F and no response was received from levels E and D.
From the table and figure, most of the respondents came from Sales, Supply and logistics. The majority of respondents 35.9% (n = 23) were employees of BPSA for more than ten years.
SECTION B
Correlation Analysis
The researcher focused on two levels of correlation analysis – the first level was the relationship between the total summary variable of organizational change (OC), motivation and performance. Before evaluating the findings of the analysis, it is worth making a brief description of the nature of the correlation coefficient. The table focuses on questions related to only three elements of table 3.1, i.e. organizational change process, motivation and performance.
The rational support of the need for change must be truly convincing, and must be the difference between the failure or success of the change process. From the table above, the correlation between the need for change and met deadlines is positive, although the strength of the relationship (r = 0.035) between the two variables is negligible and not significant. In the case of the need for change and highly motivated, although correlation is weak and negative (r it is not significant.
The relationship between achieved objectives and deadlines (r = 0.531, p<0.01) is moderate and positive, and is significant. This is consistent with the negative correlation between the need for change and both the high motivation variables and the motivation method (r = -0.205 and -0.385, respectively).
Summary
DATA INTERPRETATION
- Introduction
- Descriptive Statistic
- Inferential Statistics
- Correlation Analysis - Motivation
- Correlation Analysis - Performance
- Summary
The graph above is a linear comparison of the aggregated means and standard deviations of each of the elements of organizational change. From the above table 37 it results that there is a weak positive significant correlation (r = 0.38, p<0.01) between the process of organizational change and motivation. Therefore, this implies that the more positive the participants were in the organizational change process, the more motivated they become.
This differs from previous studies such as the one by Bordia et al (2004, p. 359) who found that there is a negative relationship between the organizational change and motivation and this may be due to how variables are operationalized. This implies that the more information communicated to the participants, the more positive they become about the organizational change process. This therefore reiterates the point made by previous studies that organizational change has a negative effect on motivation.
This does not agree with the findings of a study by Ussahawanitchakit and Sumritsakun (2008, p. 6) which states that organizational change has a direct positive impact on job performance. The results in the correlation coefficient tables show that although the correlation between Organizational Change and Motivation was positive and significant, the strength of the relationship was not strong.
CONCLUSIONS and RECOMMENDATIONS
- Introduction
- Implications of this research
- Conclusion
- Recommendations for Future Studies
- Summary
BPSA's organizational change focused on simplifying the business (organizational structure and streamlining reporting lines). The connection between the organizational change and the employees' motivation turned out to be positive, but not particularly strong. It is also important to note that the results were contrary to the previous studies, which indicate that there is an indirect relationship between organizational change and motivation.
However, the relationship between organizational change and performance was not consistent with previous studies. Organizational changes have not brought any change to the company, but we are in the worst shape. How employees at different organizational hierarchies (levels) perceived or viewed the rationale behind an organizational change.
Research on: the impact of organizational change on employee motivation and performance in BP Southern Africa. I am conducting a survey to assess the impact that the organizational change process has had on employee motivation and performance.
A B C DEF ECF
KWAZUlU- NATA L
