The contribution of work antecedents for organizational readiness … · 2015-11-27 · Master...

The contribution of work antecedents for organizational

readiness to change:

Empirical research at the Rabobank Netherlands

Supervisor: Prof. Dr. Ir. E. van Heck

Co-reader: Dr. P. van Baalen

Student: Y.A.M. Duits (305344)

MSc Business Information Management

Rotterdam School of Management, Erasmus University

February, 2009

Master Thesis

Y.A.M. Duits

Master Thesis

Y.A.M. Duits

Preface

The process of writing a thesis has been a challenging journey. After reading many scientific articles

during my academic education it was my time to put my knowledge, learnings and experience in to a

thesis.

During my education one of my main interests has been in the area of change management. During my

last year of my education I took the opportunity to work in a research team, New Worlds of Work,

which studies organizations such as Rabobank Netherlands, Microsoft Netherlands, and Sogeti. The

common theme in these organizations is that they are changing the way their organization is working

towards the so called new way of working. The focus of the research team at the Erasmus University

is to measure the perceived work dimensions that change in time after implementing new work

standards and new technologies to support working everywhere at anytime.

My interest in the work of research team, New Worlds of Work, was in the readiness and acceptance

of change by the employees of an organization. The New Worlds of Work research team gave me the

opportunity to measure the readiness for change at the Rabobank Netherlands. This corporate bank is

going through a large-scale of change which implies a change towards the new way of working at a

physical level and a change in the mind set of the employees in their way of working.

During my time in working with the New Worlds of Work team I have learned a lot from the

experience of the involved Professors and my fellow students. It has been very helpful to gain new

insights in developing a research theme and writing my thesis. Overall it has been a great experience

to be part of the research team and advise the organizations which it supports.

Hereby, I would like to thank the professors Eric van Heck, Peter van Baalen, Frank Go and Marcel

van Oosterhout for their active involvement in the process of conducting my research and writing my

thesis. I would also like to thank Paul Bloemen for his support and his ongoing willingness to make

the transformation managers enthusiastic in their cooperation to join their departments in this study.

Utrecht, February 2009

Yvonne Duits

Master Thesis

Y.A.M. Duits

Executive Summary

Previous studies have studied the concepts of resistance to organizational change, openness toward

change, willingness to change, and readiness for change in different contexts (Van Dam et al., 2008;

Oreg, 2006; Bovey and Hede, 2001, Wanberg and Banas, 2000, Armenakis et al., 1993, Rafferty and

Simons, 2006; Eby et al., 2000; Cunningham et al. 2002, Lau and Woodman, 1995; Piderit, 2000;

Judge and Thoresen, 1999). This study focuses on the concept of perceived readiness for change as

this concept is less broadly discussed in the literature and perceived readiness for change has a rather

more positive view on change within an organization. Readiness for change implies a cognitive

behavior that could lead to an act of acceptance and support. It is even argued that by creating a high

level of perceived readiness for change that an act of resistance would be minimal (Armenakis et al.,

1993).

The previous studies have taken different antecedents to measure the cognitive and behavioral act

towards change. The two main antecedents that previous studies have measured are personality and

change process related antecedents. Some of these studies included dimensions of work as an

antecedent. This study aims to close the gap in developing a conceptual model which includes

personality, change process related, and work related antecedents for perceived organizational

readiness to change. The included antecedents in the model are all based on previous studies that

found support for their relation. The inclusion of work dimensions as antecedents is rather new in the

model while the personality and change process related antecedents have proven their influence in

many studies. Cunningham et al. (2002) included work related antecedents such as active and passive

jobs in their model as antecedent for readiness for organizational change. Thus, the aim of this study is

to find evidence for the contribution of work related dimensions besides personality and change

processes antecedents. This has led to the following research question:

To what extend do work related dimensions, besides personality and change process factors,

contribute to perceived organizational readiness to change?

The study is conducted within a large corporate bank, namely Rabobank Netherlands. This corporate

bank is going through a transformation at physical level towards a new office with different work

standards and a change in the mind set of the individual. In this study two groups have been surveyed

at different times. The first group was surveyed two weeks prior to the transformation to the new

office and different work standards. The second group was surveyed at the beginning stage of the

transformation. This group is changing in incremental steps by interventions to make them familiar

with the larger transformation, namely the new office and different work standards.

The results of the study showed that different antecedents for the two groups are strongly related to

perceived organizational readiness to change. The reason behind this could be that the groups are at

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Y.A.M. Duits

different stages in the change process. The first group is two weeks prior to the transformation to the

new office with new work standards. This group is closer to and aware of the upcoming

transformation than the second group.

Within the first group evidence is found for positive relations in personal resilience, trust in managers,

and task variety in direct relation to perceived organizational readiness to change. The personal

resilience implies that the employees whom perceive high levels of self-esteem and high levels of

control over their life belief that the organization is ready to undergo the transformation. The more

variety in tasks is found to be relevant because this gives employees the ability to better manage

upcoming changes and make them more geared up to participated in the change programs and so they

perceive the organization ready to change. The more accurate, timely, explaining, and sufficient the

information about the change is found to be negatively associated with perceived organizational

readiness to change. One explanation for this finding is that the content of the information affected the

perceptions of employees about the change (Oreg, 2006). This finding is not consistent with previous

research and this study has been limited to find underlying reasoning.

In the second group only work antecedent, employee satisfaction, is positively related to perceived

organizational readiness to change. Due to that the second sample is in the beginning stage of the

upcoming changes and is only going through incremental changes via interventions less support is

found for the other hypotheses.

This study aims to find evidence for the contribution of work antecedents in relation to perceived

organizational readiness to change. Many previous studies measured personality and change process

antecedents in relation to cognitive behavior in change. Some of these studies argued for other

antecedents, for example Oreg (2006) pointed out that empowerment could be an antecedent to change

acceptance. This study pioneered new methods in the organizational change literature to measure the

contribution of work antecedents and found evidence for their contribution. In both of the two samples

taken in this study work antecedents such as, task variety, employee satisfaction, and empowerment,

were found to be positively related to perceived readiness to change. This finding does not imply that

the personality and change process antecedents are irrelevant as some of them are also shown to be

strongly related, namely personal resilience, received information and trust in managers.

Based on this study several conclusions can be made. Future research in explaining perceived

organizational readiness for change should include all three kinds of antecedents: personality, change

process antecedents, work antecedents. The research model is measurement in two sample whom

different in change context. The difference in change context made it unable to generalize the research

model. Therefore the findings in association in both the sample should only be reflected on the sample

group. To conclude the unexpected finding of the negative association between information about the

change and perceived organizational readiness for change should be further explored.

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Table of Contents

Preface __________________________________________________________________ 3

Executive Summary _______________________________________________________ 4

Table of Contents _________________________________________________________ 6

1. Introduction __________________________________________________________ 8

2. Literature review _____________________________________________________ 10

2.1 Organizational Change ________________________________________________ 10

2.2 Defining organizational readiness to change ________________________________ 10

2.3 Personality and perceived organizational readiness to change __________________ 13

2.4 Change process factors and perceived organizational readiness to change _________ 14

2.5 Work antecedents and perceived organizational readiness to change _____________ 16

2.6 Conceptual model ____________________________________________________ 21

3. Methodology ________________________________________________________ 22

3.1 Context ____________________________________________________________ 22

3.2 Participants _________________________________________________________ 24

3.3 Procedures _________________________________________________________ 24

3.4 Pre-test ____________________________________________________________ 24

3.5 Measures ___________________________________________________________ 25

4. Analysis and Results __________________________________________________ 28

4.1 Sample 1 Characteristics _______________________________________________ 28

4.2 Descriptive statistics - measurement 1 ____________________________________ 29

4.3 Multicollinearity _____________________________________________________ 29

4.4 Test of hypotheses – measurement 1 ______________________________________ 30

4.4.1. Research model of the results – measurement 1 ________________________________ 33

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4.5 Sample 2 characteristics _______________________________________________ 34

4.6 Descriptive statistics - measurement 2 ____________________________________ 35

4.7 Tests of hypotheses – Measurement 2 _____________________________________ 36

4.7.1 Research model of the results – measurement 2 ________________________________ 38

4.8 Comparison results - measurement sample 1 and sample 2 _____________________ 39

5. Discussion___________________________________________________________ 40

6. Conclusions, Limitations and Future Research ____________________________ 43

References ______________________________________________________________ 45

Appendices _____________________________________________________________ 48

I Survey; scale items _____________________________________________________ 48

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1. Introduction

The nature of work is changing over time. Nowadays there are more organizations defined as

knowledge intensive firms but it is rather difficult in labeling firms as knowledge intensive. There is

an ongoing discussion whether knowledge is intensive as all types of work include knowledge (Swart

and Kinnie, 2003). The knowledge worker is inconsistently defined by authors. One reason is that the

defined knowledge worker went through different knowledge societies. The knowledge worker in the

being of the knowledge society from 1980 till 1990 is defined as an expert in a particular knowledge.

The knowledge worker of today is defined by Hislop (p. 217, 2005) as “people whose work is

primarily intellectual and non-routine in nature and involves the utilization and creation of

knowledge”. Organizations are changing their structures to support for example collaboration or

knowledge sharing. Besides the change in the nature of work their tools on how to work are changing

as well (Chan et al., 2007). Organizations are working with more technologies to work more effective

and productive but also to communicate worldwide. Some driving technology forces for the financial

services are according Erasmus (2008) data visualization, outsourcing, open banking, flat-layered

computing, and Mashups. More drivers to change in organizations are globalization and emerging

markets, individualization, and changing demographics (Rasmus, 2005).

Van Baalen, et al. (2007) have developed a framework consisting of work dimensions that are affected

by changes in the nature of work. The framework is mainly based on a „Work Design Questionnaire‟

developed by Morgeson and Humprey (2006) to assess the nature of work. The research team of the

Erasmus University included new scales in the framework, which are more based on new work

dimensions: mobility, teamwork, modularity, and work-life balance. The study tested the nature of

work based on individual perceptions in an organization in relation to employee satisfaction, change

and innovation, productivity and job flexibility. The three participant organizations, Rabobank

Netherlands, De Unie, and Microsoft Netherlands, in their study are at the pre-implementation stage of

similar large-scale organizational change. The results indicated which dimensions can be improved to

create higher satisfaction: flexibility: productivity: change and innovation during the move of the

organizations towards a new way of working. One main discussion in their results is that the results of

their research at the three organizations cannot be interpreted together because of the differences

between the organizations and their environment. Another limitation within their study is that their

results only clarifies which work dimensions need to be improved to create higher related outcomes,

e.g. employee satisfaction. This implies that the dimensions measured in this study are based on

individual perceptions and therefore it is unknown if these people are ready to make those necessary

changes in their work attitudes. Moreover the study does not indicate the resistance or readiness of the

individuals within the organization to undergo the changes towards the new way of working. The

relevance of the perceived employees‟ readiness to change is raised by Armekanis, et al. (1993) whom

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defines organizational readiness to change as a cognitive pressure of behavior that can lead to a

support for a change effort or it can lead to resistance. This cognitive behavior is shaped by individual

perceptions.

Previous studies have studied the concepts of resistance to organizational change, openness toward

change, willingness to change, and readiness to change in different contexts (Van Dam et al., 2008;

Oreg, 2006; Bovey and Hede, 2001, Wanberg and Banas, 2000, Armenakis et al., 1993, Rafferty and

Simons, 2006; Eby et al., 2000; Cunningham et al. 2002, Lau and Woodman, 1995; Piderit, 2000;

Judge and Thoresen, 1999). Some studies analyzed the concept with factors that were only change

process factors such as the perceived information received about the change. Other studies have taken

a different approach by studying the concept of change in relation to personality factors (Bovey and

Hede, 2001). This study includes personality and change process factors in the conceptual model

because they are both seen as relevant in relation to perceived organizational readiness to change.

Rather new in this study is the inclusion of work related factors in direct relation to the individual

perception towards organizational readiness to change. This is included because an argument towards

the change concept can be that an organization which has satisfied people in their organization can

more easily change within. Furthermore, there are other work related factors in the literature that can

explain the perceived readiness of an organization during a large-scale change. Thus, this study has a

more complete conceptual model than previous literature by including work related factors next to

personality and change process factors that are consistently found to be related to organizational

readiness, resistance to change. Furthermore, this study wants to find evidence for the extend of

contribution of work related factors, such as relationships; task characteristics; job satisfaction;

empowerment self-determination; and career encouragement in relation to perceived organizational

readiness to change by employees during a large scale change event.

By conducting this study within an organization that is changing towards a new workplace with new

work practices evidence can be found for perceiving the organization ready to change due to the way

employees work. This has led to the following research question:



The concept of readiness to change is chosen because it is less broadly discussed in the literature as the

concept resistance to change. Also it is a more positive concept and can be more influential on the

success of a change in the organization. Although the perceived readiness to change is a perception but

it can lead to a behavioral intention to oppose or support the change effort (Eby et al., 2000;

Armenakis et al. 1993).

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2. Literature review

2.1 Organizational Change

Organizational change involves, by definition, a transformation of an organization between two points

in time (Barnett and Caroll, 1995). For analyzing this transformation of change the actual difference in

content of the transformation will be measured. Example of this is transformation from working at the

old workplace with the old way of working standards designed by the organization towards the new

workplace with the new created work standards. Besides measuring the difference in content of the

transformation there is another dimension in change. This dimension concerns the way the

transformation occurs. This may imply the speed of the transformation, the sequence of activities, the

decision-making, communication systems and the resistance encountered etc. (Barnett and Caroll,

1995). These measures may be independent of the content of the actual transformation. These factors

can be independent of the content of the actual transformation because they can determine the success

of the transformation. So is argued that the failure of many corporate change programs is often a cause

by employee resistance (Bovey and Hede, 200:p. 372). Bear in mind that managing the employee

resistance is a major challenge. Often management is more focused on the technical element of the

change than the human element. The focus of this study will not be on the concept of resistance to

change but on the concept that can decrease the behavioral intent of resistance or even stop from

occurring, namely individual perceptions towards organizational readiness to change.

2.2 Defining organizational readiness to change

This study focuses on the concept of perceived readiness for change as this concept is less broadly

discussed in the literature. Some studies on resistance to change discuss the relations of resistance to

change (Van Dam et al., 2008; Oreg, 2006; Bovey and Hede, 2001). These effects on resistance to

change can be used to measure the readiness to change, such as receiving inaccurate information

makes employees more resistant to change. Furthermore, readiness to change is not the opposite of

resistance to change, which is support to change or in some studies named as the acceptance of

change. Other studies elaborate on the concept of openness to change which analyses similar personal

and change process antecedents as readiness to change in the study by Wanberg and Banas, 2000.

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Readiness to change can be defined as a cognitive pressure of behavior that can lead to the behavioral

intent to support a change effort or to resistance (Armenakis et al., 1993; Eby, 2000). The cognitive

behavior is shaped by the assumptions made by the individual. He or she has own thoughts and beliefs

about the readiness of the organization for a large scale change. These are preconceived thoughts of

the individual that is partly shaped by his work environment (Eby, 2000). Beside the work

environment the personality of an individual and change process factors are of influence.

When individuals believe that the organization is ready for the change and can successfully adapt to

the change than there would be a high perceived organizational readiness to change (Armenakis et al.,

1993 and Eby et al., 2000). Individuals‟ perception towards organizational readiness to change is

argued to be an important determent antecedent for the success of the organizational change because

successfully enhancing perceived readiness can lead to positive behavioral intention (Armenakis et al.,

1993 and Eby et al., 2000). In other words this implies that when individuals think that the

organization can cope and adapt to large-scale change that they can cope and adapt to the change as

well. So far can be concluded that the main concept of perceived organizational readiness to change is

drawn by Armenakis et al. (1993) as cognitive individual behavior which can lead to behavioral intent

to be resistant towards change or adapt to the change.

Traits of readiness to change can be found in the concept of unfreezing behavior by Lewin (1951).

Unfreezing implies that the rigid patterns and behaviors of the organizations are unfreezing in order to

reshape them and to give flexibility to change to occur. After the process of unfreezing the changes

refreeze which means that they are embedded in the organization. Most of the change studies in the

behavioral science explain the decrease of resistance which cannot be interpreted the same as

readiness because resistant to change is about intentions of behaviors and readiness is about

perceptions. Kotter (1995) explains readiness by explaining the necessity for creating vision with

urgency that everyone in the organization understands. Kotter (1995) argues that there always is

resistance to change in an organization even though readiness is high. Kotter (1995) argues that there

are two groups in an organization whom resist and support the change. Greenwood and Hinings (1996)

explain the concept of different power groups who may influence change by supporting or suppressing

change. In contrast with Kotter (1995), Greenwood and Hinings (1996) argue that the behavioral

intention of the group is related to the commitment pattern towards the prevailing template in-use

whereby the commitment can be different than only competitive. The competitive commitment

implies that there are two groups in the organization whereby one group is for moving toward a new

template and the other group wants to stay with the prevailing template in-use. Besides the competitive

commitment there are three other forms of commitment. The status quo commitment implies that the

organizational members want to stay with the prevailing template in use. The formative commitment

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means that the organizational members don‟t know if they need to stay committed to the one in use or

move towards the new template. The other means that every organizational member wants to move

towards the new template. It may be argued that if there is a commitment in a group that this is caused

by the preconceived beliefs of the individuals towards the readiness to change of the organization.

Thus, when individuals perceive high readiness to change in the organization, the occurrence of

resistance may be lower. But still as Greenwood and Hinings (1996) argue that these dynamics are not

the enabler dynamics to change to occur, because for example the organization needs to have the

capacity for it such as the right skilled people. Even though the individuals belief that the organization

is ready for the change they can be unable to see the real facts that for example the organization hasn‟t

got the skilled people for it or the technology available.

A number of studies found that the personality of organizational members has a relation to perceiving

the organization ready to change (Armenakis et al., 1993, Eby et al., 2000, Cunningham et al. 2002,

Rafferty and Simons, 2006). The selected personality antecedent in this study is personal resilience.

Personal resilience consists of two antecedents namely, having self-esteem and perceived control, for

e.g. the ability to solve problems. Beside personality, there are so called change process factors, which

can affect the perceived readiness of change, information about the change, active participation in

change related activities, and trust in the managers who implement change and direct change activities.

According to previous studies there are dimensions in work, which are found to have a relation to

individual perception towards organizational readiness to change (Eby et al., 2000 and Cunningham et

al., 2002, Rafferty and Simons, 2006). Work antecedents can be seen as supporting antecedents for the

climate in the organization (Armenakis et al., 1993; Eby et al., 2000). The climate of the organization

is the place wherein the individual shapes his perceptions towards the organizational readiness to

change (Eby et al, 2000). The included work antecedents in the conceptual model are discussed in

organizational literature. Personality, change process antecedents and work antecedents will be

measured in direct relation to perceived organizational readiness to change. The selected work

antecedents that will be measured in the conceptual model are; relationships with colleagues, task

characteristics, job satisfaction, empowerment self-determination, and career encouragement. The

conceptual model will be tested in a large corporate Dutch bank. This bank is changing the workplace

into a new workplace which implies; fewer regulations, no 9 to 5 policy, mobile work, open office

space, new technologies, new performance measurements. This new workplace will not only imply a

new surrounding for the employees but also the way they work. The Dutch bank is moving away from

the command and control culture to a culture that builds on trust. Trust for the corporate bank means

that the decisions are not made from above but gives the employees more empowerment to make

managerial decisions. By giving employees more empowerment and support for entrepreneurial

behavior the Dutch Bank believes that they can be more flexible as an organization to adapt to the fast

changing and more competitive environment.

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2.3 Personality and perceived organizational readiness to change

A review of all the literature regarding organizational change and the concept of readiness to change is

conducted to find antecedents for personality that are likely to affect employees‟ perceptions of the

organizational readiness to change. Personal resilience is selected as personality antecedent in the

conceptual model. This antecedent is selected because of supporting evidence for its relation to

perceptions in change in previous studies; Wanberg and Banas (2000); Judge et al. (1999); Taylor and

Brown (1988). Personal resilience will be further discussed below.

Personal Resilience

Personality antecedent, personal resilience is a combination of self-esteem, optimism and perceived

control, which is studied in relation to openness to change by Wanberg and Banas (2000). Personality

resilience is developed in the cognitive adaption theory. Taylor and Brown (1988) were the first who

argued that change is stressful and by possessing high levels of the characteristics optimism, self-

esteem and perceived control it may be associated with higher openness toward change. Judge et

al.(1999) studied the influence of seven personality factors in their influence on managerial coping

with organizational change. The personality factors were locus of control, generalized self-efficacy,

self-esteem, positive affective, openness to experience, tolerance for ambiguity and risk aversion.

They haven‟t included optimism as antecedent due to the ongoing debate on the construct validity (In

Judge et al. 1999; Hull et al. 1987; Smith et al. 1989). Furthermore optimism is criticized on possible

overlap with another concept, namely neuroticism when it was measured in Wanberg and Banas

(2000) with the Life Orientation Test developed by Schreier and Carver (1985). Therefore the

antecedent optimism will be excluded from this study.

Locus of control can be related to perceived control. Locus of control is the perception in having the

ability to exercise control over the environment (Rotter, 1966). Lau and Woodman (1995) found

evidence for positive relation between having internal locus of control: individuals believe to have

control over their personal success and environment, and so will have a positive attitude to

organizational changes. The concept of perceived control used by Wanberg and Banas (2000) is

described as the view of an individual towards life and situations as being under personal control. The

antecedent perceived control will be further used in this study because it is more recently used than

locus of control, widely used in previous research, and its supported relation to openness towards

organizational change in Wanberg and Banas (2000).

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The concept of self-esteem is studied in Judge et al. (1999) and Wanberg and Banas (2000). Both

found evidence for self-esteem in relation to openness to change, and coping with the change by the

use of the same measurement scale from Rosenberg (1965). In the cognitive adaptation theory self-

esteem is defined as an individual‟s well being with a high sense of self-worth during stressful life

events. Coopersmith (1967) defined self-esteem as „the evaluation, which the individual makes and

customarily maintains with regard to himself approval or disapproval‟ and „the extent to which an

individual believes himself to be capable, significant, successful and worthy‟ (p4-5, 1967). Self-

esteem will be included in this study because there is not only evidence for a relation with openness to

change but also workplace factors namely, job satisfaction. The following hypothesis is defined:

H1: The higher personal resilience, the more the organization will be perceived to be ready to change

2.4 Change process factors and perceived organizational readiness to change

A review on organizational change literature and the concept of readiness to change is conducted to

find change process factors that are likely to affect employees‟ perception in organizational readiness

to change. The following antecedents are selected: perceived information received, perceived

participation in the change processes, and trust in management. These antecedents are placed in the

conceptual model, because there was consistent evidence in the literature for their relations to

readiness to change.

Information in the change process

Many of the recent studies that included information as antecedent found evidence for significant

relation to employees being resistant, perceived organizational readiness to change, or openness

towards organizational change (Wanberg and Banas, 2000; Oreg, 2006; Van Dam et al. 2008).

These studies used the same measurement tool for the antecedent information from Miller et al.

(1994). The role of information in the change process seems to be highly important during a change

specific event. The content of the information is about what will occur, and how change will affect the

organization. Coch and French (1948) found that the cognitions of individuals can be influenced

whereby the amount and kind of information from management received has an important role. Most

recent study by Van Dam et al. (2008) found that the daily work context has implications for the way

in which change is implemented, and perceived. Thereby they raised the importance that the

organization can prevent resistance to change from occurring by paying attention to daily work

activities. Furthermore, Van Dam et al. (2008) found support for a negative relation between

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information, and resistance to change. The study by Wanberg and Banas (2000) on the concept of

openness to change found that employees who perceived high level of information were associated

with increased change acceptance. The high level of information implies that employees found that the

information was accurate, in time, sufficient, and answered their questions. Thus, by proving

information during change events will keep employees knowledgeable on the consequences of the

change to the whole organization and how it will affect them individually, e.g. new tasks.

Furthermore, providing information contributes to the reduction of uncertainty and anxiety of

employees (Miller et al. 1994). This leads to the following hypothesis:

H2: The more timely, accurate, sufficient and explaining the information about the change the more

the organization will be perceived to be ready to change

Participation in the change processes

Similar studies that included the antecedent information in their conceptual model also found the

relation of participation highly important towards organizational change (Coch and French, 1948;

Wanberg and Banas, 2000; Van Dam et al., 2008). Coch and French (1948) defined the role of

participation in organizational change as change management procedures that allow employees to

participate in the planning, and implementation of the change. They found support for active

involvement to reduce the resistance to change. Armenakis et al. (1993) explains different forms of

participation that can contribute to the perceived organizational readiness to change. An indirect form

of participation argued by Armenakis et al. (1993) is through learning from own activities whereby

employees self discover the necessity to change. The study by Van Dam et al. (2008) focused on the

concept of organizational resistance to change in the daily work context. They found evidence for a

negative relation between participation and resistance to change. By the use of the same measurement

tool as Van Dam et al. (2008) from Miller et al. (1994), Wanberg and Banas (2000) found evidence

for participation, by allowing the workers to have input regarding the proposed change, in a positive

relation with openness toward organizational change. Thus, employees will be more ready for

organizational change when they participate in the change processes, e.g. change decision-making

process. Thereby, the following hypothesis is defined:

H3: The higher the perceived participation in change programs, the more the organization will be

perceived to be ready to change

Trust in Management in the change process

Trust has been at all times a critical factor for the success of a firm according to the literature.

Therefore, it is a factor that cannot be excluded from this study in organizational readiness. Trust in

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management is an element of importance that implies employees trust in management‟s reliability and

integrity to accept the change (Van Dam et al., 2008). The most recent study found trust in

management together with information and participation in a significant relation with resistance to

change (Van Dam et al., 2008). This leads to the following hypothesis:

H4: The higher the perceived trust in management, the more the organization will be perceived to be

ready to change

2.5 Work antecedents and perceived organizational readiness to change

A review in the literature is conducted to find evidence for work antecedents in relation to readiness to

change. A dimension of work such as employee satisfaction is in previous literature studied as an

outcome factor of resistance to change, openness towards change (Oreg, 2006; Judge et al., 1999).

This study aims to find evidence for the contribution of work related factors, beside personality and

change process factors, towards the individual perception of organizational readiness to change. The

relevance of this is most recently raised by Van Dam et al. (2008) who argued that the daily work

activities are, beside change process factors and individual differences, relevant during organizational

change. Besides Van Dam et al. (2008) Eby et al. (2000) argues that workplace factors form a climate

which needs to be able to support a change to successfully occur. Eby and colleagues (2000) study

measured the perceptions of organizational readiness to change concerning a transition to work teams.

Eby et al. (2000) included work related factors in their study such as skill variety and trust in co-

workers in relation to perceived readiness to change. Their result found a relation between trust and

perceived readiness to change. The result can be context dependable of the kind of change but it does

explains the necessity of trust in co-workers because trust will be more required in multiple relations

in teams. Also antecedent preference for working in teams used in the study by Eby et al. (2000) is

more bound to the change event, namely the transition to working teams. Thus, in Eby‟s et al. (2000)

study the work antecedents to the perceived organizational readiness to change are found to be more

dependable on the context of the specific change.

In this study the perceptions of individuals in dimensions of work will be measured, next to

differences in personality, and change process factors in relation to individual perception towards

organizational readiness to change. The work antecedents are selected based upon proposed relations

to perceived organizational readiness to change, openness toward change, and resistance to change in

organizational change literature. Furthermore they are selected because they are found to have a

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Y.A.M. Duits

relation to employee satisfaction, innovation and change, flexibility and productivity in the new

worlds of work research project at the Rabobank (Baalen, et al. 2007). This may imply that the work

antecedents will also be context dependable as in Eby and colleagues (2000) study. The following

work antecedents are selected to be measured in the conceptual model; co-workers relationships,

career encouragement, task characteristics, employee satisfaction and empowerment self-

determination.

Co-workers relationships

The relations of an employee with his co-workers and his supervisor determine the well-being of the

employee (Morgeson and Humprey, 2006). Moreover Linzer and colleagues (2006) found that the

relations of an employee with his co-workers influence their job satisfaction. During change events the

relationships of an employee may determine the information the employee receives about it. The

horizontal relationships may more influence the cognitions of the employee about the change because

they elaborate in different extension about the change and its impact. The vertical relationship will

also influence the cognition but will also give access to more information regarding the change and the

option to participate in it. The role of the supervisor can have the role of the change agent or can be

informed by the change agent. These individuals are not testing their interpretations, which leads to

misunderstandings. According to these theories the co-workers relationships may have an indirect

relation to the perceived readiness to change that will be mediated by employee satisfaction,

participation and information. But still it could be argued that the relationships with co-workers can

have a direct impact on how individuals perceive the organizational readiness to change by arguing

that good perceived relationships makes individuals to perceive the organization to be ready because

he and his co-workers will work together to manage the change and cope with. Furthermore this study

is focusing on the contribution of work related factors next to the more widely discussed factors,

namely personality and change process. Thus, this has led to the following hypothesis:

H5: The stronger the perceived co-workers relationships, the more the organization will be perceived

to be ready to change

Career encouragement

Career encouragement can play an important role as antecedent that encourages people to participate

in the change event. Bovey and Hede (2001) argue that the personal growth and development is likely

to alter employees‟ perceptions to change. Moreover, the employee can perceive the organization as

more ready to change. Career encouragement comes from the input of the management to develop the

career of the employees. Support and involvement from the management could be aligned with more

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participation during a specific event from employees. In the context of the large-scale at the Rabobank

one of the reasons for the change is to become more attractive as an organization for the labor market.

Also the new employees request different career paths than the large group in the organization that

will leave within 10 years for their pension. Thus, high perceived career encouragement can

significantly relate to perceived readiness to change.

H6: The higher the perceived career encouragement, the more the organization will be perceived to be

ready to change

Task Characteristics

The work antecedent, task characteristics is constructed upon four characteristics; task variety, task

identity, job complexity, and skill variety (Baalen et al., 2007. These task characteristics all have an

impact on employee satisfaction (Hackman and Oldman, 1980). Also Stansfeld et al. (1995) found

that task characteristics are related to well-being and satisfaction at work. In the literature there are

also relations reviewed between task characteristics and the individuals‟ state of mind in

organizational change. Eby et al. (2000) studied skill variety in direct relation to the perceived

organizational readiness. Their study found no evidence for this relation. Still there is no reason for

excluding skill variety as work antecedent because the relation was measured in a different context.

The change event in Eby et al. (2000) concerned a transition to team work teams whereby trust in

colleagues and participation was more relevant. Cunningham et al. (2002) found that employees with

an active approach to job-related problem-solving and higher job-change competence reported higher

readiness to change, and higher participation in the change event. Cunningham et al. (2002) based

this finding on the difference between active and passive jobs, theorized by Karasek (1979). In this

study the relation between task characteristics and perceptions of organizational readiness to change

will be based on task variety, task identity, job complexity and skill variety (Morgeson and Humprey,

2006). The following is hypothesized:

H7a: The more variety in tasks and skill, the more the organization will be perceived to be ready to

change

H7b: The more complexity in tasks, the more the organization will be perceived to be ready to change

H7c: The more identity in tasks, the more the organization will be perceived to be ready to change

Employee satisfaction

In previous literature employee satisfaction is found in relation to organizational resistance, and

perceived readiness (Oreg, 2006; Wanberg and Banas, 2000; Judge et al., 1999). All these authors

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considered employee satisfaction as an outcome of change. This means that the employees were

requested to answer how they perceived their job presently. In this study employee satisfaction will be

measured in relation to perceived organization readiness to change. This could imply that people who

are more satisfied with their job perceive that the organization is capable of a large scale change. They

may also feel that job will not be affected by the change and that they will remain satisfied with their

job. Hereby the intentional behavior will be that they rather support and adapt to the change instead of

being resistant. Contrary, it can also be argued that employee satisfaction means that employees do not

want to change their job because they are satisfied with it and don‟t want changes in their job. With

employee satisfaction there is ambiguity in the effects towards perceived organizational readiness to

change. Furthermore research found high self-esteem in positive correlation with employee

satisfaction (Adler, 1980). In this study the indirect relation will not be measured but this could imply

the importance of employee satisfaction with perceived organizational readiness to change. The

following is hypothesized:

H8: The higher the perceived employee satisfaction, the more the organization will be perceived to be

ready to change

Empowerment self-determination

Empowerment self-determination can be related to the concept of self-efficacy, which is broadly

discussed in organizational change literature (Eby et al., 2000; Armenakis et al., 1993, Bandura, 1982;

Judge et al., 1999). Self-efficacy is about individuals beliefs that they can manage and cope with their

activities (Armenakis et al., 1993; Prochaska et al., 1997; Cunningham et al., 2002). The concept self-

efficacy in relation to perceived organizational readiness and resistance to change has contradicting

results. In Armenakis et al. (1993) it is argued that behavioral intent of individuals will be resisting the

change because they believe they will be unable to manage the activities that will come with the large-

scale change. Wanberg and Banas (2000) found support for the relation between self-efficacy and

openness toward organizational change. But Eby et al. (2000) did not found a correlation between

self-efficacy and the perceived organizational readiness to change. And in a more recent study by Van

Dam et al. (2008) is self-efficacy not related to organizational resistance to change. Due to that these

studies did not found a relation between self-efficacy and organizational change the concept of self-

efficacy will not be tested in this study. Therefore instead a more work related factor will be included

in the conceptual model; empowerment self-determination. Furthermore as mentioned earlier

empowerment self-determination is assessed in a research project from Baalen et al. (2007) at the

Rabobank to measure perceived work dimensions in relation to satisfaction, change and innovation,

flexibility and productivity.

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Empowerment consists of four dimensions competence, self determination, meaning and impact

(Spreitzer, 1995). The dimension self-determination means the feeling of an individual to have a

decision over his activities to whether not doing the activity or to do it differently. There were self-

efficacy implies employees‟ perception of his ability to do something is empowerment self-

determination the act of choice to do something. In the study by Oreg (2006) it is recognized that self-

determination, and autonomy are of influence in employees‟ emotional response in the workplace that

can lead to a behavioral intention towards change. To remain consistent with previous work on work

dimensions in the workplace the concept of empowerment-self determination will be included in this

study to find a relation with individual perceptions toward organizational readiness to change. This

leads to the following hypothesis:

H9: The higher the perceived empowerment self-determination, the more the organization will be

perceived to be ready to change

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2.6 Conceptual model

As a result of the above discussion and described hypothesis the following conceptual model is

developed in Figure 1. This conceptual model will be tested.

Personal Resilience

Information

Participation

Work antecedents

Personality antecedent

Change process

antecedents

Perceived

organizational

readiness to

change

H1

Figure 1: Conceptual Model: personality, change process, and work antecedents in relation to perceived organizational

readiness to change

Trust in managers

H5

H2

H3

H4

Individual

behavior

intention to

change

Empowerment self-

determination

Employee Satisfaction


Career Encouragement

Co-workers Relationships

H6

H7

H8

H9

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3. Methodology

3.1 Context

The conceptual model is empirically tested at a Dutch corporate Bank, The Rabobank Group provides

financial services worldwide and is leader in Food and Agri financing and in sustainability-oriented

banking. The Rabobank Group is a cooperative bank which means that the Rabobank Netherlands is

the central organization for 174 independent local Dutch Rabobanks. Furthermore the Rabobank

Group is a triple-A bank which stands for the highest credit rating according to the international rating

agencies Moody‟s and Standard & Poor‟s.

The local Dutch Banks are members and shareholders of the Rabobank Netherlands. The role of the

Rabobank Netherlands is to advise and support the services provided by the local banks. It also has a

supervision role, on behalf of the Dutch Central Bank. The role of the Rabobank Netherlands for the

Rabobank Group is to be a wholesale bank and as bankers‟ bank of specialized subsidiaries.

The study will only be conducted at the Rabobank Netherlands because the central organization of the

local banks is going through a large-scale change. Within the Rabobank Netherlands the large-scale

change goes under the name Rabo unplugged since October 2006. The Rabobank Netherlands is

dealing with many changes in their environment. First, the client is changing and is demanding more

services such as 24hour availability in service. Secondly, the Rabobank Netherlands has to change to

meet the changed demands of the client to become more client focus instead of product focused. Also

the available technology nowadays gives the Rabobank Netherlands the opportunity to give their client

more customized services and 24hour availability. Furthermore the labor force is shrinking while the

demand in highly skilled people is increasing. Within the Rabobank Netherlands there is a large group

employed from the baby-boom generation that will leave the organization for their pension. This can

become a major complication together with the shrinking labor force. Therefore one of the reasons is

to change the organization to become more attractive for the upcoming labor force.

By the planned organizational change the Rabobank Netherlands want improve the client focus by

changing the way of working. The Rabo Unplugged outlined that the entrepreneurial behavior is one

of the key points to create the client-focus. Within this the employees will be reviewed on their result

instead for example being physically present during the project. Collaboration and knowledge sharing

need to be improved by the use of new technologies to store new knowledge and share it and creating

an open office with flexible workplaces. Furthermore the employees will receive more responsibility

and empowerment self determination. This implies that the organization moves away from the

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command and control management but gives the employees the opportunity to direct and manage their

tasks. Thus more freedom and own responsibility will be given to them.

These changes will be directed with a new physical surrounding to work in. The Rabobank

Netherlands is building a new office that will be characterized as an open office, transparent work

environment, technologies for knowledge sharing; videoconferencing; experimenting etc. The mind-

set of the employees will be changed as well to help them work more efficient by managing their own

work schedule and for example working from home or at the office.

The large-scale change will be implemented on the basis of trust. The transformation managers of the

divisions at the Rabobank Netherlands can decide upon their own „Rabo Unplugged‟ method. This

means that they will self direct the transformation and in which extend and the speed of the change.

Thus, instead of that the top management commands how the change will occur and controlling in

their work the top management gives the managers their trust to manage the transformation on their

own. The main objective for Rabobank Netherlands is to become an even more trustworthy

organization after the actual transformation.

Every department at the Rabobank Netherlands which are involved or will join the Rabo Unplugged

program can receive information about the upcoming changes. The Rabo Unplugged team send out

newsletters on subscription; place information on SharePoint; presentations; Rabo Unplugged Café;

wiki platform. Everything that the Rabo Unplugged organizes is accessible for everyone and on the

basis of free will.

Within this study two groups of the Rabobank Netherlands will be surveyed. The first group is

surveyed two weeks prior to the large scale change. The large scale change implies for the first group a

new office which is designed into the new way of working; open office, flexible workplace; new

technologies. Besides the physical change the first group have been going through interventions to let

them work in a different way at the new office; more empowerment; manager is working next to the

employees; more freedom when, where, and how to do their work. For the Rabobank Netherlands is

this group the front runner towards the new way of working.

The second group that is surveyed finds themselves in a different stage prior to the large scale change.

This group is not yet moving to a different office space with new way of working surroundings. This

group joined the Rabo Unplugged programs to change their way of working in small steps with the

help of interventions such as workshops. The second group is aware that they will undergo the large

scale change in 2010 when they move to the new Rabobank Netherlands building.

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3.2 Participants

The sample consists of members of the Rabobank Netherlands. There are two sample groups that will

be measured at different times. The first sample group is the first of the Bank that is going to move to

a new location, which is designed according to the new work standards. This group is the pilot group

for the Rabobank because the real transformation for everyone in the organization will not occur

before the new building is finished. This group is selected by the Rabo Unplugged team as pilot group

for the large scale organizational change. The second measurement will be with a different sample

group. This group freely decided to join the Rabo Unplugged program and will also undergo the Rabo

Unplugged change programs but will not physically go to a new office space which is designed to the

new way of working standards. Thus the contextual difference between the first and the second sample

group is that the first group undergoes a mental and physical change and the second group only mental

change in incremental steps through interventions.

3.3 Procedures

The participants of both sample groups receive an e-mail with an introduction text and a link to the

online survey from their department manager. The e-mail with the link to the survey has been send to

the participants of the first sample group two weeks prior to their transfer to the new location. The

second sample group received the e-mail with the link to the survey two months after the first group

has received the e-mail. The survey has been held open for participation for two weeks for both

sample groups. The surveys were filled out anomalously, voluntarily and with confidentiality. Hereby

the Rabobank does not have access to the individual scores of the survey.

3.4 Pre-test

Before sending out the surveys to the participants of the Rabobank Netherlands a pre-test is conducted.

The pre-test is conducted to review the designed survey in its reliability. The reliability of the items of

the pre-test will be discussed in the following paragraph.

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The participants of the pre-test are highly educated people whom work at different organizations in the

Netherlands. The sample size of the pre-test was 58. Out of the 58 participants 48 percent is male and

68 percent has a master degree. Out of the 51% that is female 70% has a master degree.

3.5 Measures

Dependent variable

The dependent variable readiness to change is assessed according to a recent study by Eby et al.

(2000). Their study is constructed upon the theoretical review by Armenakis et al. (1993) on the

concept organizational readiness to change. Eby et al. (2000) assessed the perceived organizational

readiness to change with 9 items adapted from Daley (1991), Jones and Bearley (1986), and

Tagliaferri (1991). The 9-item scale in the study by Eby et al. (2000) reported a cronbach‟s alpha of α

= .80. The study by Rafferty and Simons (2002) used the 9-item scale from Eby et al. (2000) also as

the dependent variable whereby they produced a reliability of α = .83 for fine-tuning changes and α

.89 for corporate transformational changes.

Within this study five items for the 9-item scale by Eby et al. (2000) are selected to simplify the factor

perceived readiness to change. The items are measured by a 5-point Likert-scale, which ranges from

strongly disagree (1) to strongly agree (5). The cronbach‟s alpha has been high in previous studies

with the 9-item scale therefore by the use of 5 items the reliability will expect to remain above α = .60.

To test the reliability of the 5 items a pre-test is conducted which showed a reliability of α = .73. The

reliability yielded in the first measurement α = .70 and second measurement α = .67. The reliability of

the construct in second measurement was low (0.67). It is not clear why this is the case. It could be the

case that the second sample is less aware of the upcoming changes as they are in the beginning stage

of the change process.

Independent variables

The perceived self-esteem of the participants is measured with the use of the 10-item „self-esteem

scale‟ developed by Rosenberg (1965). Wanberg and Banas (2000) only used four items from the

„self-esteem scale‟ to measure self-esteem because of time constraints. This study will use all the ten

items. Judge et al. (1999) measured all the ten items of the „self-esteem scale‟ which had a reliability

of α = .78. The scale of the items within the present study is measured by a 5-point Likert scale to be

consistent with Likert-scales of the other measured variables which ranges from strongly disagree (1)

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to strongly agree (5). The five negative items were reverse-scaled which implies that high scores on

self-esteem means high self-esteem. The reliability of the ten items yielded in the pre-test α = .90 and

in the first measurement α = .82 and second measurement α = .83

The perceived control is measured by the „mastery scale‟ from (Pearlin and Schooler, 1978). The

mastery scale assessed the perceptions of individuals in their ability to have control over events in

their life. The scale contains seven items which is measured by a 5-point Likert scale, which ranges

from strongly disagree (1) to strongly agree (5). The reliability of the 6 items yielded in the pre-test α

= .59 and in the first measurement α = .72 and second measurement α = .63.

Information was assessed with a four items scale from Miller et al. (1994). Previous studies in

organizational change have used the same scale (Van Dam et al., 2008; Oreg, 2006; Wanberg and

Banas, 2000). In the present study the four items are measured by a 5-point Likert scale, which ranges

from strongly disagree (1) to strongly agree (5). The reliability yielded in the pre-test α = .90 and in

the first measurement α = .77 and second measurement α = .84.

Participation was assessed with four items from Miller at al. (1994). Many studies that measured

information in organizational change also measured participation with the same four items scale (Van

Dam et al., 2008; Oreg, 2006; Wanberg and Banas, 2000). The items are assessed with a 5-point

Likert scale, which ranges from strongly disagree (1) to strongly agree (5). The reliability yielded in

the pre-test α = .71 and in the first measurement α = .71 and second measurement α = .60. The

reliability of the construct in second measurement was very low (0.60). It is not clear why this is the

case. It could be the case that the change process programs have not yet started or they are less aware

of the change programs.

Trust in management was assessed with three items from Cook and Wall (1980). The items are

measured on a 5-point Likert scale, which ranges from strongly disagree (1) to strongly agree (5). The

reliability yielded in the pre-test α = .91 and in the first measurement α = .66 and second measurement

α = .63.

The variable relationships colleagues are measured with 3 items from Mierlo et al. (2006). The items

are measured on a 5-point Likert scale, which ranges from strongly disagree (1) to strongly agree (5)..

The reliability yielded in the pre-test α = .83 and in the first measurement α = .77 and second

measurement α = .77.

The different task characteristics are assessed by items in task identity, task variety, skill variety and

job complexity adapted from Morgeson and Humprey (2006). The reliability of the task identity

yielded in Morgeson and Humprey (2006) α = .88; task variety yielded α = .95; skill variety α = .86;

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job complexity α = .87. The internal consistencies of the constructs are high which could imply that

some items are too similar and are overlapping. In a more recent study, Worlds of Work by Baalen et

al. (2007) the task characteristics were measured with less items. Within this study the same items

were measured on a 5-point Likert scale, which ranges from strongly disagree (1) to strongly agree (5).

Career encouragement is measured with 3 items adapted from Tharenou et al. (1994). The items are

measured on a 5-point Likert scale, which ranges from strongly disagree (1) to strongly agree (5). The

reliability yielded in the pre-test α = .82 and in the first measurement α = .78 and second measurement

α = .83.

Empowerment self-determination is measured with 3 items adapted from Spreitzer (1995). The items

are measured on a 5-point Likert scale, which ranges from strongly disagree (1) to strongly agree (5).

The reliability yielded in the pre-test α = .89 and in the first measurement α = .90 and second


To measure the employee satisfaction the items developed by Jun et al. (2006) were used. The four

items are measured on a 5-point Likert scale, which ranges from strongly disagree (1) to strongly agree

(5). The reliability yielded in the pre-test α = .79 and in the first measurement α = .83 and second


Construct No. of

items

Pre-test

Cronbach’s

Alpha

N =

Measurement 1

Cronbach’s

Alpha

N = 68

Measurement 2

Cronbach’s

Alpha

N = 48

Readiness to change 5 .73 .70 .67

Self-esteem 10 .90 .82 .83

Perceived Control 6 .59 .72 .63

Information 4 .90 .77 .84

Participation 4 .71 .71 .60

Trust in Managers 3 .91 .66 .63

Co-workers Relationships 3 .83 .77 .77

Career encouragement 3 .82 .78 .83

Empowerment self-

determination

3 .89 .90 .87

Employee satisfaction 4 .79 .83 .84

Table 1: Internal consistency of model constructs in pre-test; measurement 1; measurement 2

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4. Analysis and Results

This study analyses the hypotheses described in the previous chapter. The variables in relation to the

dependent variable perceived organizational readiness are computed in linear regression analysis.

Before the regression analysis the reliability of the constructs are checked in the pre-test and in the

present study. In addition the data is reviewed for any inconsistencies. One inconsistency in a

respondent has been found in the first sample group. After reviewing the answers of the respondent it

is decided to remove the respondent from the sample because the answers were the same on every item

on the Likert-scales.

4.1 Sample 1 Characteristics

Of the 165 employees eligible for participation 69 (42%) completed the survey. And only one out of

69 respondents is eliminated from the data. Of the 68 completed and returned surveys, most were

females (63%) with Bachelor degree (44%) or Master degree (35%). The males who completed the

surveys have a Bachelor degree (44%) or Master degree (48%). The HR and IT Client contact

departments at the Rabobank Nederland received the survey. Of 100 employees within the HR

department 47 employees (47%) returned the survey. Out of the 65 employees within the IT Client

contact department 21 employees (31%) returned the survey.

Out of the total 68 respondents 69% are from the HR department and 31% of the Client contact

department. Out of the 21 respondents from the IT Client contact department 38% are female. The

males‟ respondents are less spread between the two departments; HR (26%) and IT Client contact

(62%).

Rabobank HR

department

Rabobank Client

contact department

Sum of the

Departments

Population

Size

100 65 165

Sample Size 47 21 68

Male 12 13 25

Female 35 8 43

Table 2: sample 1 characteristics

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4.2 Descriptive statistics - measurement 1

The means and standard deviations of all constructs in the model for the first sample (n = 68) are

presented in Table 3. Also in the model the construct correlations are presented. All variables are

measured using a standard five-point Likert scale. The largest correlation (0.61) between the

dependent and independent construct is between readiness to change and personal resilience.

Variable Mean S.

D.

1 2 3 4 5 6 7 8 9 10 11 12

1.Readiness to

change

3.72 .50 1

2.Personal

Resilience

4.09 .49 0.61** 1

3.Information 3.75 .59 -0.01 0.17 1

4.Participation 3.38 .65 0.17* 0.19* 0.52** 1

5.Trust in

Management

3.70 .50

0.07 -0.11 0.36** 0.28** 1

6.Co-workers

relationships

4.25 .44

-0.03 0.03 -0.16 0.08 0.15

1

7.Career

Encouragement

3.11 1.01

0.10 -0.04 -0.03 0.17 0.21* 0.28** 1

8.Task Variety 4.25 .74 0.37** 0.35** -0.04 0.15 -0.13 0.08 0.18 1

9.Task Identity 3.60 .49 0.10 0.14 -0.05 0.01 0.00 0.16 0.23* 0.30* 1

10.Job

complexity

3.86 .51 0.18 0.14 -0.15 0.17 -0.10 0.02 0.12 0.33** -

0.09

1

11.Empowerment

Self-

Determination

4.06 .61

0.02 0.03 -0.04 0.09 -0.03 0.10 0.05 0.47** 0.01 0.27** 1

12.Employee

Satisfaction

4.38 .46 0.04 0.02 0.13 0.34** 0.11 0.09 -0.10 0.44** 0.00 -0.08 0.28** 1

Table 3: Descriptive statistics and correlation matrix

N=68 p < P < 0.05; *P <; ** P <0.001.

4.3 Multicollinearity

Before conducting linear regression analysis the measurement model will be analysed for

multicollinearity. Because many variables are included in the research model there is a possibility that

there exist multicollinearity between the variables. This means that some variables could be too highly

correlated. By conducting the regression analysis the variance inflationary factor of the variables are

analyzed. An indication for multicollinearity is a high value above 1. For the variables task variety

(VIF = 3.33) and skill variety (VIF = 2.98) too high variance inflationary factor is found. By analyzing

the underlying survey questions of the variables and conducting a reliability analysis with the survey

questions of the variables it can be implied that the high correlation between the two variables is

caused by too similar survey questions. Therefore it is decided to combine the skill variety and task

variety into one variable named task variety. By combining the two variables into one variable makes

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the variable task variety significant related to the dependent variable in the regression analysis. The

reason that the old variable task variety wasn‟t significant related before is due to high

multicollinearity between the variables.

The personality variables, self-esteem and perceived control, both indicate to have high values of

variance inflationary factor. By conducting a correlation analysis it indicates that the two variables

highly correlated with each other. Self-esteem and perceived control are tested in a previous study by

Wanberg and Banas (2000). They have pointed out the potential multicollinearity between the

variables and their relatedness in theory. They have combined the two variables and took the averages

and made them into a new variable personal resilience. Not only Wanberg and Banas (2000) have

combined the variables and tested them in personal resilience but also Major et al. (1998) and

Wanberg (1997). The contribution of the two variables self-esteem and perceived control are already

hypothesized in this study as the contribution of personal resilience to perceived organizational


4.4 Test of hypotheses – measurement 1

Hypothesis 1 to 9 states that higher levels will be associated with significantly higher reported levels

of perceived organizational readiness for change. To test these effects, perceived readiness for change

was regressed onto all nine variables; personal resilience; information; participation; trust in

management; co-workers relationships; career encouragement; task characteristics consisting of task

variety, task identity and job complexity; empowerment self-determination; employee satisfaction.

The relations between the dependent variables and independent variable are analysed with linear

regression analysis. The goodness of fit in the model is R² = .479. This implies that the independent

variables explain for 47.9% the contribution in change in dependent variable. The residual variance is

σ = .397. The observed value of the model is larger than the critical value F = 4.685 > 1.948 = F

11,56,0.05 and the model is significant at .000. The significant results of the linear regression are

presented in Table 4.

Hypothesis 1 stated that the higher personal resilience will be associated with higher levels of

perceived organizational readiness for change. The standardized beta for personal resilience was .550 (

t = 4.875, p < 0.00). Hypothesis 1 is confirmed.

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Hypothesis 2 stated that the higher the information about the change is in time, accurate, sufficient and

explaining, will be associated with higher levels of perceived organizational readiness for change. The

standardized beta for information was -.220 ( t = -1.276, p < 0.09). The hypothesis stated that higher

levels of information is associated with higher levels of perceived organizational readiness for change

but the results present that lower levels of information is associated with higher levels of perceived

organizational readiness for change. Hypothesis 2 is confirmed but has negative association instead of

a positive association with perceived organizational readiness for change.

Hypothesis 3 stated that the higher participation in change programs will be associated with higher

levels of perceived organizational readiness for change. The standardized beta for participation was

.114 (t = .871, p < .388). Hypothesis 3 is not confirmed.

Hypothesis 4 stated that the higher trust in management will be associated with higher levels of

perceived organizational readiness for change. The standardized beta for trust in management was

.235(t = 2.111, p < .039). Hypothesis 4 is confirmed.

Hypothesis 5 stated that the higher the perceived co-workers relationships will be associated with

higher levels of perceived organizational readiness for change. The standardized beta for co-workers

relationships was -.041(t =-.393, p < .696). Hypothesis 5 is not confirmed.

Hypothesis 6 stated that the higher levels in career encouragement will be associated with higher

levels of perceived organizational readiness for change. The standardized beta for career

encouragement was .014 (t = .122, p < .904). Hypothesis 6 is not confirmed

Hypothesis 7a stated that the more variety in tasks and skill will be associated with higher levels of

perceived organizational readiness for change. The standardized beta for task variety was .3.15 (t =

2.076, p < .043). Hypothesis 7a is confirmed

H7b stated that the more complexity in tasks will be associated with higher levels of perceived

organizational readiness for change. The standardized beta for job complexity was .004(t = .066, p <

.947). Hypothesis 7b is not confirmed

H7c stated that the more identity in tasks will be associated with higher levels of perceived

organizational readiness for change. The standardized beta for task identity was -.078 (t =-.716, p <

.477). Hypothesis 7c is not confirmed

Hypothesis 8 stated that the higher the employee satisfaction will be associated with higher levels of

perceived organizational readiness for change. The standardized beta for employee satisfaction was.-

.108(t =-.857, p < .395). Hypothesis 8 is not confirmed

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Y.A.M. Duits

Hypothesis 9 stated that the higher the perceived empowerment self-determination will be associated

with higher levels of perceived organizational readiness for change. The standardized beta for

empowerment self-determination was.-.129 (t =-1.121, p < .267). Hypothesis 9 is not confirmed

Independent variable Standardized Beta

Personal Resilience .550***

Information -.220*

Trust in Management .235**

Task Variety .315**

Table 4: Sample 1 Regression results, explaining 47.29%, N=68

p < 0.10; *P < 0.05; **P <; *** P <0.001.

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Y.A.M. Duits

4.4.1. Research model of the results – measurement 1

Personal Resilience

Information

Participation

Work antecedents


Change process

antecedents

Perceived

organizational

readiness to

change

.550**

Figure 2: Conceptual Model of Sample 1: personality, change process, and work antecedents in relation to perceived

organizational readiness to change

P <. 10* P <.05**

Trust in managers

-.220*

.235**

Individual

behavior

intention to

change

Empowerment self-

determination


Task Variety



.315**

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Y.A.M. Duits

4.5 Sample 2 characteristics

Out of the 104 employees eligible for participation 52 (48%) completed the survey. And four out of

100 respondents is eliminated from the data based unreliable results and time of filling out the survey.

Of the 48 completed and returned surveys, most were males (69%) with Bachelor degree (27%) or

Master degree (63%). The females who completed the surveys have a Bachelor degree (53%) or

Master degree (26%). The departments Cooperation and Board, Legal Affairs and four employees

from Control Rabobank Group at the Rabobank Netherlands received the survey. Of 20 employees

within the Legal Affairs department 7 employees (35%) returned the survey. Out of the 80 employees

within the Cooperation and Board department 37 employees (46%) returned the survey. Out of the

total 48 respondents 77% are from the Cooperation and Board department and 15% of the Legal

Affairs Department. Out of the 7 respondents from the Legal Affairs 43% are female.

Cooperation and

Board

Control Rabobank

Group

Legal

Affairs

Sum of the

Departments

Population Size 80 4 20 104

Sample Size 37 4 7 48

Male 26 3 4 33

Female 11 1 3 15

Table 5: Sample 2 characteristics

The differences between the first sample group measurement and the second is that the second sample

is smaller but has a higher response rate within the Cooperation and Board, and Legal department. For

the Control Rabobank Group the survey wasn‟t send out through the department and only four

employees received and filled out the survey. Therefore the results of the Control Rabobank Group

cannot be seen as representative for the whole department. Also since the sample of the departments in

relatively sample there is no possibility to statistically analyze the differences within the departments.

Master Thesis

Y.A.M. Duits

4.6 Descriptive statistics - measurement 2

The means and standard deviations of all constructs in the model for the first sample (n = 48) are

presented in Table 6. Also in the model the construct correlations are presented. All variables are

measured using a standard five-point Likert scale. The largest correlation (0.52) between the

dependent and independent construct is between readiness to change and empowerment self-

determination.

Variable Mean S.

D.

1 2 3 4 5 6 7 8 9 10 11 12

1.Readiness to

change

3.83 .39 1

2.Personal

Resilience

4.23 .34 0.29* 1

3.Information 3.03 .71 -0.05 -0.30* 1

4.Participation 3.05 .59 0.19 -0.10 0.48** 1

5.Trust in

Management

3.31

.64 0.25* 0.35** 0.21 0.50** 1

6.Co-workers

relationships

4.29 .54 0.29* 0.38** -0.06 -0.03 0.16 1

7.Career

Encouragement

3.31 1.07 0.22 0.19 -0.14 0.01 0.33** 0.14 1

8.Task Variety 4.57 .48 0.42** 0.31* -

0.38**

-0.12 0.03 0.12 0.17 1

9.Task Identity 3.78

.86

0.14 0.31* -0.12 0.01 0.25* 0.24* 0.03 0.05 1

10.Job

complexity

4.02

.48

-0.06 -0.10 0.11 0.30** 0.11 -0.11 0.00 0.10 0.30* 1

11.Empowerment

Self-

Determination

4.43

.51

0.52** 0.39** -0.20 0.13 0.28* 0.50** 0.10 0.62** 0.36** -

0.10

1

12.Employee

Satisfaction

4.23 .56

0.46** 0.40** 0.22 0.12 0.25* 0.58** 0.04 0.06 0.27 0.12 0.40** 1

Table 6: Descriptive statistics and correlation matrix

N=48 P < 0.05; *P <; ** P <0.001.

By comparing the mean, standard deviation, and the coefficient alpha of the variables in the first and

second measurement there are no major differences. The second sample perceives a slightly higher

organizational readiness to change than the first sample. This also counts for the variables perceived

self-esteem and perceived control which measure on personality level. The three change process

variables are all perceived lower by the second sample group.

Master Thesis

Y.A.M. Duits

4.7 Tests of hypotheses – Measurement 2

Hypothesis 1 to 9 states that higher levels will be associated with significantly higher reported levels

of perceived organizational readiness for change. To test these effects, perceived readiness for change

was regressed onto all nine variables; personal resilience; information; participation; trust in

management; co-workers relationships; career encouragement; task characteristics consisting of task

variety, task identity and job complexity; empowerment self-determination; employee satisfaction.

The research model of the second measurement is analyzed with linear regression analysis. This

regression analysis includes the combined variables which were found to be multi-co linear during the

first measurement.

The relations between the dependent variables and independent variable have been analyzed with

linear regression analysis. The goodness of fit in the model is R² = .452. This implies that the

independent variables explain for 45,2% the contribution in change in dependent variable. Compared

to the previous regression analysis the goodness of fit is hardly changed. The residual variance is σ =

.334. The observed value of the model is larger than the critical value F = 2.700> 2.08 = F 11,36,0.05

and the model is significant at .012. The significant results of linear regression analysis are presented

in Table 7.

Hypothesis 1 stated that the higher personal resilience will be associated with higher levels of

perceived organizational readiness for change. The standardized beta for personal resilience was -.029

( t = -.172 p < 0.865). Hypothesis 1 is not confirmed.

Hypothesis 2 stated that the higher the information about the change is in time, accurate, sufficient and

explaining, will be associated with higher levels of perceived organizational readiness for change. The

standardized beta for information was -.079 (t = -.466, p < 0.644). Hypothesis 2 is not confirmed.

Hypothesis 3 stated that the higher participation in change programs will be associated with higher

levels of perceived organizational readiness for change. The standardized beta for participation was

.227 ( t = 1.249, p < .220). Hypothesis 3 is not confirmed.

Hypothesis 4 stated that the higher trust in management will be associated with higher levels of

perceived organizational readiness for change. The standardized beta for trust in management was -

.022(t = -.135, p < .893). Hypothesis 4 is not confirmed.

Master Thesis

Y.A.M. Duits

Hypothesis 5 stated that the higher the perceived co-workers relationships will be associated with

higher levels of perceived organizational readiness for change. The standardized beta for co-workers

relationships was .-.099( t =-.573, p < .570). Hypothesis 5 is not confirmed.

Hypothesis 6 stated that the higher levels in career encouragement will be associated with higher

levels of perceived organizational readiness for change. The standardized beta for career

encouragement was .148 (t = .1141, p < .261). Hypothesis 6 is not confirmed

Hypothesis 7a stated that the more variety in tasks and skill will be associated with higher levels of

perceived organizational readiness for change. The standardized beta for task variety was .269 (t =

1.412, p < .167). Hypothesis 7a is not confirmed

H7b stated that the more complexity in tasks will be associated with higher levels of perceived

organizational readiness for change. The standardized beta for job complexity was .140 (t =.929, p <

.359). Hypothesis 7b is not confirmed

H7c stated that the more identity in tasks will be associated with higher levels of perceived

organizational readiness for change. The standardized beta for task identity was .005(t =.034, p <

.973). Hypothesis 7c is not confirmed

Hypothesis 8 stated that the higher the employee satisfaction will be associated with higher levels of

perceived organizational readiness for change. The standardized beta for employee satisfaction was

.397 (t =2.213, p < .033). Hypothesis 8 is confirmed

Hypothesis 9 stated that the higher the perceived empowerment self-determination will be associated

with higher levels of perceived organizational readiness for change. The standardized beta for

empowerment self-determination was .212 (t =.975, p < .336). Hypothesis 9 is not confirmed

Independent variable Standardized Beta

Employee Satisfaction .397**

Table 7: Sample 2 Regression results, explaining 45,2%

N=48 p < 0.10; *P < 0.05; **.

Master Thesis

Y.A.M. Duits

4.7.1 Research model of the results – measurement 2

Personal Resilience

Information

Participation

Work antecedents


Change process

antecedents

Perceived

organizational

readiness to

change

Figure 3: Conceptual Model of Sample 2: personality, change process, and work antecedents in relation to perceived

organizational readiness to change

P <. 10* P <.05**

Trust in managers

Individual

behavior

intention to

change

Empowerment self-

determination





.397**

Master Thesis

Y.A.M. Duits

4.8 Comparison results - measurement sample 1 and sample 2

The two sample groups were both measured within the same organization Rabobank Netherlands but

at a different time and with different change circumstances. The first sample group was measured just

before undergoing physical and mental large scale change. The second sample group is not yet

undergoing the large-scale but is undergoing incremental changes toward a new way of working by

small interventions.

Since the model is measuring the relations to perceived organizational readiness to change it is

assumable that the two samples will perceive the variables in relation to readiness to change

differently because of the different impact in change.

In the previous paragraphs the two samples are statistically compared. The means, standard deviation,

coefficient alpha of the variables contain not a lot of differences between the two samples. The main

conclusion from this comparison is that the means of the change process related variables are lower in

the second sample and the rest of the means are higher. It could be argued that the scale and the

urgency of the upcoming changes in the second sample is smaller than the first sample and therefore

the mean of receiving information, participation in the change process is lower.

The regressed models for the two samples have different predictions in their model. The results of the

first measurement model is predicted with an adjusted r2 of .479, F = 4.685 (d.f. = 11, 56; p < .000).

The results of the second measurement model is predicted with an r2 of .452, F = 2.700 (d.f. = 11, 36;

p < .012). The prediction of the second measurement of the model is less significant than the first

measurement. The adjusted r2 which explains the variance in perceived organizational readiness for

change has no meaningful difference between the first and second measurement model.

The confirmed hypotheses in the two regressed measurement models are different. The first model

found associations between the regressed perceived organizational readiness for change onto personal

resilience (hypothesis 1), information about the change (hypothesis 2), trust in management (

hypothesis 4) and task variety (hypothesis 7a). The second model found only one association between

the regressed perceived organizational readinesses for change onto employee satisfaction (hypothesis

8). The main reasons behind the differences is described earlier namely the scale of the change, the

context of the change, the urgency of the changes. Therefore the results of the regression analysis for

the two samples will be discussed separately.

Master Thesis

Y.A.M. Duits

5. Discussion

The present study represents an analysis based upon previous literature and studies within

organizational change. The focus of this study has been on the perceived organizational readiness to

change measured at individual-level and their perceptions. This study introduces an overall model to

test three different types of antecedents in relation to perceived organizational readiness to change.

Previous studies haven‟t measured these antecedents; personality; change process; work dimensions in

one model. They mainly have measured the personality and change process as antecedents and only

some studies such as Cunningham et al. (2002) measured work dimensions. Therefore this study

developed an overall model to measure the difference in contribution of the antecedents onto

perceived organizational readiness to change. The included work dimensions are rather new to analyze

and previous literature have argued for its influence but hasn‟t studied it in comparison to the other

two antecedents; personality and change process. Therefore this study aimed to find evidence for the

contribution of work dimensions in relation to perceived organizational readiness to change.

Two different samples have been measured in their cognitive behavior. As discussed earlier the two

groups differ in the stage of the upcoming changes in the organization. The first group is surveyed two

weeks prior the large scale change and the other group is in the beginning stage of the upcoming

changes and only perceives incremental changes through interventions. The two groups are compared

in their results via linear regression analysis with perceived organizational readiness for change as the

dependent variable in chapter 4.8. The main conclusion in the comparison of the means of the survey

is that the second sample perceives lower means in the change process antecedents. The underlying

reasoning behind this can be that the second sample group is only going through incremental changes

by interventions. Therefore the second sample could be less involved in participating in the Rabo

Unplugged programs and less information will be available to them or are aware of because the

change program of Rabo Unplugged is at the beginning stage.

Due to the differences between the two samples in the context of the change the sample results can‟t

be combined and needs to be discussed separately.

The results of the first sample are described in the chapter 4.1, 4.2 and 4.4. Associations with

perceived organizational readiness for change are found for the hypotheses 1, 2, 4, 7a. Hypothesis 1

states that the higher personal resilience will be associated with higher levels of perceived

organizational readiness to change. The participants in the sample perceived relatively high on self-

esteem and control over their actions in their personal life and work life. Based on the confirmed

hypothesis this implies that the employees whom perceive high levels of self-esteem and high levels of

control over their life perceive the organization more ready to undergo the large scale change. This

Master Thesis

Y.A.M. Duits

may lead employees more to a behavioral act to accept the change instead of being resistant to this.

This finding is consistent with previous studies by Wanberg and Banas (2000), Taylor and Brown

(1988) and Judge et al. (1999).

Hypothesis 2 states that the more accurate, timely, sufficient, and explaining the information about the

change, will be associated with higher levels of perceived organizational readiness to change. The

results in the regressed model found a negative association with perceived organizational readiness

instead of a predicted positive association. Oreg (2006) found that more information make employees

more resistant, which is contrary to the finding of Wanberg and Banas (2000). The finding in this

study is similar to the finding of Oreg (2006). The difference is that this study is about readiness to

change instead of being resistant to change, but this study found that more information leads to less

perceived organizational readiness to change. Oreg (2006) argues that this outcome is due to the

content of the information provided about the change and the way it is communicated to them. The

content of the information could lead to more resistance to change if the change will negatively affect

the employee (Oreg, 2006). Within this study it could mean that too much information about the

change made employees believe that the organization is not ready to undergo the change because it

will have a negative impact on them. But on the contrary of that assumption the information spread out

from Rabo Unplugged to the employees is all based on subscription and cannot be seen as spam or

overwhelming information. The relation is based on statistical analysis and does not measure the

underlying arguments or explanations. This study is limited by not having included in depth interviews

to further explain and find underlying reasoning for the statistical results.

Hypothesis 4 states that the higher the trust in management in their role in the change program will be

associated with higher levels of perceived organizational readiness to change. The study by van Dam

et al. (2007) and Oreg (2006) also found support for the role of trust in management and the cognitive

behavior towards the upcoming change. Thereby they argued that a strategy by the management to

close the gap between the top and down management will create more trust and leads to less resistance

towards the upcoming changes. This argument is similar to what has been happening at the surveyed

corporate bank. Their strategy was to make the mangers more involved in the change process and

giving them trust to make their own decisions towards the Rabo Unplugged programs for the changes.

Within the first sample only one antecedent, task variety, is found to be positively related to

organizational readiness to change. Hypothesis 7a states that the more variety in tasks and skill will be

associated with higher levels of perceived organizational readiness for change. This finding is in line

with Cunningham et al. (2002) whom found support for the relation between active jobs and readiness

to change. Within this study the sample perceived high means on task variety which implies that the

Master Thesis

Y.A.M. Duits

sample perceive their work widespread which requires different kind of skills. Active jobs are

described as skilled positions with high decision responsibility (Karasek, 1997). The argumentation

behind this relation is according to Cunningham et al. (2002) based on people who have active jobs

are more able to manage the upcoming changes and are better geared up to participated in the change

programs.

The results of the second sample are described in the chapters 4.5, 4.6 and 4.7. Associations with

perceived organizational readiness for change are found for the hypothesis 8. Hypothesis 1 states that

the higher the employee satisfaction will be associated with higher levels of perceived organizational


The change process antecedents were not found related to perceived organizational readiness to

change. Due to that the second sample is in the beginning stage of the upcoming changes and is only

going through incremental changes via interventions less support is found for the other hypotheses.

The support for the relation employee satisfaction implies that employees whom perceive high levels

of satisfaction perceive the organization as more ready to undergo the changes. Wanberg and Banas

(2000) found similar support for this relation. Besides this relation Wanberg and Banas (2000)

measured interactions between personal resilience, participation and satisfaction. To gain deeper

insight in possible mediating effect by employee satisfaction a mediation analysis is conducted. This

analysis found that higher levels of information, co-workers relationships and personal resilience

associate with higher levels in employee satisfaction. To find that employee satisfaction is a mediator

perceived organizational readiness for change was regressed onto information, co-workers

relationships, and personal resilience. The results of that regression presented no significant

relationships and can be concluded within this model that employee satisfaction does not mediate

between the antecedents and perceived organizational readiness for change.

This study aimed to find evidence for the contribution of work antecedents in relation to perceived

organizational readiness to change. Many previous studies measured personality and change process

antecedents in relation to cognitive behavior in change. Some of these studies argued for other

antecedents such as Oreg (2006) pointed out that empowerment could be an antecedent to change

acceptance. This study made a new direction in the organizational change literature to measure the

contribution of work antecedents and found evidence for their contribution. In both of the two samples

work antecedents, task variety and employee satisfaction were found to be positively related to

perceived organizational readiness to change. This finding does not imply that personality and change

process antecedents are irrelevant because some of them were also significantly related, namely

personal resilience, received information and trust in managers.

Master Thesis

Y.A.M. Duits

6. Conclusions, Limitations and Future Research

The main contribution in this study has been on developing a conceptual model that includes three

kinds of antecedents in relation to perceived organizational readiness for change. The focus of

previous studies has been on personality and change process antecedents. Some studies included work

antecedents in association with perceptions in change. Also some studies argued for possible

associations of work antecedents. Eby et al. (2002) included work antecedents in their study to find

evidence for relations to perceived readiness for change. One main conclusion by Eby et al. (2002) is

that the included work antecedents were bound to the change specific event. This made the

conclusions based on Eby and colleagues (2002) research model cannot be generalized. This study

included work antecedents which may not be bound to the change specific event.

This studied aimed to find evidence for the contribution of work antecedents in relation to perceived

organizational readiness to change. In order to fulfill this objective the following research question is

proposed:



In both of the two cases work antecedents, task variety (hypothesis 7a) and employee satisfaction

(hypothesis 8) were found to be positively related to perceived organizational readiness to change.

This finding does not imply that personality and change process antecedents are irrelevant because

some of them were also significantly related, namely personal resilience, received information and

trust in managers.

Based on this study several conclusions can be made. Future research in explaining perceived

organizational readiness for change should include all three kinds of antecedents; personality, change

process antecedents; work antecedents. The research model is measurement in two samples whom

different in change context. The difference in change context made it unable to generalize the research

model. Therefore the findings in association in both the sample should only be reflected on the sample

group. To conclude the unexpected finding of the negative association between information about the

change and perceived organizational readiness for change should be further explored.

This study contains several limitations. First of all both of the samples were relatively small. Therefore

it is difficult to take the sample as a good representation for everyone in the organization. By

measuring two samples it become clear that measured model will suffer under context differences in

the phase of changes the samples are in. Furthermore the model contained many antecedents and with

a small sample size could this be that there were found fewer significant relations than expected.

Master Thesis

Y.A.M. Duits

Another limitation is that the survey is based on perceptions whereby only can be assumed of an act in

behavior to whether or not support the upcoming change.

Further limitation is that the measurement is only based on statistical results via non open ended

surveys. Future research should conduct in depth interviews to find underlying reasons and support for

the results. This means that this study cannot further explain the cause for the negative relation

between receiving information and perceiving the organization ready to change.

Other important limitation is the generalizability of the conclusions drawn from the research model.

First both samples were small in size and contained many antecedents that could have led to fewer

significant relations and so confirmed hypotheses. The confirmed hypotheses differ between the two

measured samples due to context difference in change. The first sample was two week prior to the

large scale change at physical and mental level. The second sample was at the beginning of the change

process and only going through incremental changes. The main reason for the inability of generalizing

the research model is because of the difference in the context of the change between the two

measurement samples. Another reason for not generalizing the model is that the research model is

tested within the same organization. The research model is not measurement at a different organization

which is also going through a similar large scale change.

Finally, there are relationships which were found to be significant associated with perceived

organizational readiness to change that were unable to explore. Hypothesis 2, information, was found

to be negative associated to perceived organizational readiness to change. Based upon a literature

review that has been conducted a positive view was expected. An exploration of this association could

be interesting for future research.

Furthermore this study aimed to find evidence for work antecedents to perceived organizational

readiness for change. This study is one of the first to include work antecedents next to personality and

change process antecedents and found significant associations in work antecedents; task variety;

employee satisfaction. Since this study was limited to find more significant associations in the work

antecedents caused by the small size of both samples it would be fruitful to find more evidence for

work antecedents with a larger sample size.

For the generalizability of the research model it could be interested to measure the model in a different

organization which is going through a large scale change. This study was limited to generalize the

model mainly because of the context difference in change. Furthermore it could be interesting to do a

second measurement on the second sample. The second sample will go through the same large scale

change as the first sample in the future.

Master Thesis

Y.A.M. Duits

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Appendices

I Survey; scale items

Items for perceived readiness to change

Readiness to change

1. Het is niet mogelijk om binnen deze organisatie iets te veranderen

2. Werknemers hebben binnen deze organisatie niet veel gelegenheid om invloed uit te

oefenen

3. Wanneer veranderingen binnen deze organisatie worden aangebracht, gaan werknemers

hierin niet mee

4. Werknemers binnen deze organisatie zijn tegen veranderingen

5. Werknemers helpen binnen deze organisatie veranderingen door te voeren

Scale: 5 item; Strongly disagree, Disagree, Neutral, Agree, Strongly agree. The scale items are adapted from various sources (e.g., Daley, 1991; Jones & Bearley, 1986; Tagliaferri, 1991).

Items to change process factors

Information

6. De informatie die ik ontvangen heb over Rabo Unplugged was op tijd

7. De informatie die ik ontvangen heb over Rabo Unplugged was nuttig

8. De informatie die ik ontvangen heb, hebben mijn vragen over Rabo Unplugged adequaat beantwoord

9. Ik heb voldoende informatie ontvangen over de toekomstige Rabo Unplugged veranderingen

Scale: 5 item; Strongly disagree, Disagree, Neutral, Agree, Strongly agree. The scale items are adapted from Wanberg and Banas, 2000; Oreg, 2006

Master Thesis

Y.A.M. Duits

Participation

10. Ik heb vragen kunnen stellen over de voorgestelde en lopende Rabo Unplugged

veranderingen

11. Ik heb kunnen deelnemen aan de uitvoering van de voorgestelde en lopende Rabo Unplugged veranderingen

12. Ik heb controle over de wijzigingen die zijn voorgesteld

13. Als ik wil, zou ik inbreng kunnen hebben in de beslissingen die genomen worden over de

toekomst van de Rabo Unplugged-programma's

Scale: 5 item; Strongly disagree, Disagree, Neutral, Agree, Strongly agree. The scale items are adapted from Wanberg and Banas, 2000

Trust in management

14. Het management is oprecht in zijn streven om werknemers tegemoet te komen in hun

opvattingen over Rabo Unplugged

15. Voor zover ik kan beoordelen, verricht het management in het kader van Rabo Unplugged zijn taken efficiënt

16. Ik kan erop vertrouwen dat het management verstandige beslissingen neemt over de toekomst van de organisatie

Scale: 5 item; Strongly disagree, Disagree, Neutral, Agree, Strongly agree. The scale items are adapted from Cook and Wall, 1980

Items for personality factors

Personal Resilience

Self-esteem

17. Ik ben geneigd te denken dat ik een mislukking ben

18. Ik voel me wel eens nutteloos

19. Ik vind dat ik niet veel heb om trots op te zijn

20. Soms denk ik dat ik totaal niet goed ben in mijn werk

21. Ik vind dat ik een waardig persoon ben, althans op basis van gelijkheid met anderen

22. Ik vind dat ik een aantal goede kwaliteiten bezit

23. Ik heb een positieve houding

24. Ik zou willen dat ik meer respect voor mezelf heb

25. Ik ben in staat om dingen te doen net als de meeste andere mensen

26. Over het geheel genomen ben ik tevreden met mezelf

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Y.A.M. Duits

Scale: 5 item; Strongly disagree, Disagree, Neutral, Agree, Strongly agree. The scale items are adapted from Rosenberg, 1965; Pearlin, 1981

Perceived control

27. Wat er met mij in de toekomst gebeurd hangt voornamelijk af van mezelf

28. Soms heb ik het gevoel dat ik word gepusht in het leven

29. Ik voel me vaak hulpeloos bij het omgaan met problemen ten gevolgen van een leugen

30. Er is weinig wat ik zelf kan doen om belangrijke dingen in mijn leven te veranderen

31. Er is werkelijk geen enkele manier waarop ik mijn problemen kan oplossen

32. Ik kan bijna alles als ik mijn gedachten er toe zet

Scale: 5 item; Strongly disagree, Disagree, Neutral, Agree, Strongly agree. The scale items are adapted from Pearlin, Menaghan, Lieberman, and Mullen, 1981

Items for the work-related factors

Relationships co-workers

33. Kun je goed met jouw collega's overweg?

34. Kun je op collega's rekenen wanneer je op het werk met problemen wordt geconfronteerd?

35. Gedragen jouw collega's zich vriendelijk tegenover jou?

Scale: 5 item; Never, sometimes, neutral, many times, always. The scale items are adapted from Mierlo et al., 2006

Career encouragment

36. Hoe vaak ben je in je carrière aangemoedigd door iemand buiten de Rabobank in een hogere positie dan jezelf (bijvoorbeeld bij promoties of bevorderingen)?

37. Hoe vaak ben je in je carrière aangemoedigd door iemand binnen de Rabobank in een

hogere positie dan jezelf (bijvoorbeeld bij promoties of bevorderingen)?

38. Hoe vaak ben je in je carrière aangemoedigd door collega‟s in een gelijkwaardige positie binnen de Rabobank (bijvoorbeeld bij promoties of bevorderingen)?

Scale: 5 item; Never, Once, 2-3 times, 4-5 times, 6 times or more. The scale items are adapted from Tharenou et al., 1994

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39. Mijn werk vereist uiteenlopende vaardigheden

40. Voor het werk moeten uiteenlopende taken worden uitgevoerd

41. Voor het werk moeten relatief eenvoudige taken worden uitgevoerd

42. Het werk is zodanig georganiseerd dat ik een compleet stuk werk van begin tot eind kan uitvoeren

43. Ik kan in mijn werk de werkzaamheden afmaken waar ik aan begonnen ben

Scale: 5 item; Strongly disagree, Disagree, Neutral, Agree, Strongly agree. The scale items are adapted from Morgeson and Humprey, 2006

Empowerment: self-determination

44. Ik heb veel autonomie om te bepalen hoe ik mijn werk verricht

45. Ik heb veel ruimte voor onafhankelijkheid en vrijheid ten aanzien van de manier waarop ik mijn werk verricht

46. Ik kan zelf beslissen hoe ik mijn werk aanpak

Scale: 5 item; Strongly disagree, Disagree, Neutral, Agree, Strongly agree. The scale items are adapted from Spreitzer, 1995

Employee satisfaction

47. Het geeft mij persoonlijk voldoening wanneer ik mijn werk goed uitvoer

48. Deze organisatie is prettig om voor te werken

49. Als een vriend of vriendin op zoek is naar werk, zou ik hem of haar deze organisatie

aanbevelen

50. Ik vertel anderen met trots dat ik deel uitmaak van deze organisatie

Scale: 5 item; Strongly disagree, Disagree, Neutral, Agree, Strongly agree. The scale items are adapted from Jun et al., 2006

Control variables

51. Wat is de naam van jouw afdeling?

52. Wat is jouw functie?

53. Wat is jouw hoogst genoten opleiding?

54. Wat is jouw leeftijd?

55. Wat is jouw geslacht?

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