Original Research
Change Risk And Ignorance: Attempting To Cross Chasms In Small Steps
SA Journal of Human Resource Management | Vol 4, No 3 | a94 |
DOI: https://doi.org/10.4102/sajhrm.v4i3.94
| © 2006 C. L. van Tonder
| This work is licensed under CC Attribution 4.0
Submitted: 06 November 2006 | Published: 06 November 2006
Submitted: 06 November 2006 | Published: 06 November 2006
About the author(s)
C. L. van Tonder, University of Johannesburg, South AfricaFull Text:
PDF (176KB)Abstract
Although the pace of organisational change is escalating, the reported success rate of large-scale change efforts remains disappointingly low. This suggests a level of risk that remains largely under acknowledged. The current study explored employee perceptions of risk in organisational change practices. Statements provided by a convenience sample of 111 respondents from seven institutions revealed a distinct awareness of change risk among employees. Identified risk areas align with the planning, involvement and implementation stages of organizational change processes. It is furthermore proposed that an ethical approach to change will minimise resistance to change and substantially reduce change risk.
Keywords
Change management; change risk; ethical change
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