Organizational Change Management: A Test of the Effectiveness of a Communication Plan

Abstract

In a climate of continuous change, organizations must constantly adapt to survive even while unceasing demands to adapt can create change fatigue and resistance among personnel. A theoretically grounded change management communication plan that was hypothesized to ease accommodation was tested in a large public sector organization as it underwent major restructuring. Findings indicate that personnel beliefs supporting the restructuring that were targeted in the communication plan accounted for 66% of the variance in receptivity to the new structure, 57% of the variance in motivation to make the new structure a success, and 42% of the variance in pessimism about the change.

Keywords:

• Change Beliefs
• Change Communication
• Change Fatigue
• Change Management
• Organizational Change

Notes

Note. OCRBS = Organizational Change Recipients’ Belief Scale.

Note. Valid n ranged from 321 to 325, and scores ranged from 1 (never) to 7 (frequently).

Note. Valid n ranged from 309 to 320, and scores ranged from 1 (never) to 7 (frequently).

Note. OCRBS = Organizational Change Recipients’ Belief Scale.

*p = .05 (2-tailed). **p = .001 (2-tailed).

Note. Step 1: R ² = .078, p < .001; Step 2: R ² = .660, ΔR ² = .582, p < .001.

*p < .001.

Note. Step 1: R ² = .114, p < .001; Step 2: R ² = .573, ΔR ² = .461, p < .001.

*p < .001.

Note. Step 1: R ² = .002, ns; Step 2: R ² = .420, ΔR ² = .418, p < .001.

*p < .001.

Additional information

Notes on contributors

Cynthia B. Torppa

Cynthia B. Torppa (PhD, The Ohio State University, 1987) is an Associate Professor in the Department of Communication Studies at Marshall University.

Keith L. Smith

Keith L. Smith (PhD, Iowa State University, 1980) is a Professor in the Department of Human and Community Resource Development and Gist Chair in Extension Education and Leadership at The Ohio State University.