The Effect of Change Management on Operational Excellence moderated by Commitment to Change: Evidence from Malaysia (original) (raw)
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British Journal of Economics, Management & Trade
The objective of this study is to investigate the relations between soft factors in the change management (i.e. leadership, human resource & culture) and operational excellence (OPX), and employee' affective commitment to change (ACTC) as a moderating variable. Based on the literature review, the authors develop a linkage that the change management factors are likely to contribute positively to the OPX of the organization. A survey of a sample of Malaysia's manufacturing leading sector, electrical and electronics (E&E) industry was conducted between February 2013 and June 2013. More than 100 organizations responded to the questionnaire survey. Data were analyzed using multiple regressions and hierarchical regression. The theoretical framework was guided by resource-based view perspective. The analysis found significant, positive relationships between transformational leadership style, human resource practices and involvement cultural trait on achievement of OPX. The research had mixed findings, partially supports the moderating effect of ACTC on relationship between the change management and OPX. The contribution to a body of knowledge in terms of promoting better understanding of the operational excellence in Malaysian E&E industry. Practical adoption of change management may improve infrastructural decision areas of manufacturing strategy such as benchmarking, best practices, quality practices and human resource policies. Therefore, it has implication on activities concerning organization and managing change.
Operational Excellence and Change Management in Malaysia Context
The Journal of Organizational Management Studies, 2013
The objective of this paper is to provide the conceptual understanding on the effect of managing organizational change and affective commitment to change on operational excellence. This paper attempts to ascertain the relationship between managing organizational change, employees' affective commitment to change and operational excellence. The literature review leads to the development of a conceptual framework that incorporate the influence of management of change to the operational excellence. The operational excellence literature shows on the many important elements as a framework itself. In addition, the paper organises the burgeoning management of change literature into six main elements: leadership style, manufacturing technology, human resource, organizational culture, organizational structure and operations strategy. Based on the literatured syntheses, the authors develop a linkage that the management of change factors and are likely to contribute positively to the operational excellence of the organization only in situations where the employees' committed to change in the management of change efforts. This gaps in the literature also shows that there is a need for a study in the context of the Malaysian Electrical and Electronics (E&E) industry. This research explains that it cannot be used to represent the operational of others industry because the effect of managing organizational change to operational excellence could be different. The limitation suggest a gap for future research by validate others industry. Practical adoption of managing change will improve infrastructural decision areas of manufacturing strategy such as benchmarking, best practices, quality practices and HR policies. The originality in terms of the model to reflects a growing interest in extending operational management paradigms to emerging in developing country context, particularly on the knowledge on the insight of MOC and operational excellence.
Management of Change and Operational Excellence in the Electrical and Electronics Industry
International Review of Management and Business Research, 2014
The study reveals the influence of change management (hard and soft systems) on operational excellence in Electrical and Electronics (E&E) Industry. The hard systems consist of technology, structure, and strategy, and soft systems include leadership, human resource, and culture. A survey of a sample of Malaysia’s manufacturing leading sector, E&E industry was conducted. Among the key findings, there was a positive relationship between organic structure, operations strategy, transformational leadership style and human resource practices on achievement of operational excellence. The results showed that organic structure and operations strategy have effect on the achievement of operational excellence. Conversely, the manufacturing technology has not effect on operational excellence of Malaysian E&E manufacturing companies in which the hypotheses was not supported. Similarly, transformational leadership style and human resource practices were found to have an effect on the achievement o...
International Journal of Supply Chain Management, 2018
Purpose – The purpose this paper is to examine the relationship between the change management and the operational excellence in the manufacturing companies (i.e. electrical and electronics). Design/ methodology/ approach –This study utilizes causal study using survey methods to ascertain the relationship between the management of change and operational excellence. The samples of the population were selected for the Electrical and Electronics sectors using the systematic random sampling method. Findings – The analysis found significant positive relationships between organic structure, operations strategy, transformational leadership style and human resource practices on operational excellence. The operations strategy influenced the most on the operational excellence. Research implications – The results of this study could promote a better understanding of the operational excellence in the electrical and electronics industry and its implications for activities concerning operation man...
Studies of Applied Economics, 2021
Organizational change has been receiving tremendous concern lately as the everchanging environment causes companies to succumb to changes. Employee commitment towards change is detrimental in an organizational change. This research aims to investigate the factors that affect employee commitment to change and to examine the moderating effect of organization culture in service organizations. A total of 190 responses was collected from the employees working in the service organizations in Malaysia. Smart PLS 3.0 was used for data analysis. The proposed research model was assessed based on path modeling and bootstrapping. The findings found that among the four factors, only quality of relationship with the manager, fit of change with vision, and job motivation are significantly related to employee commitment to change. Moreover, the results have found no empirical evidence to support the moderating role of organization culture. The implications, limitations and future research were furt...
The Factors Effecting Employee Commitment to Change in Public Sector: Evidence from Yemen
This study attempted to investigate the moderating effect of organizational culture between the leadership style and normative commitment to change. The study relied on the data collected from 371 employees of Yemeni public sector. The finding of this study shows that organizational culture plays an important role of moderating the relationship between leadership style either transformational or transactional and normative commitment to change. Furthermore, the results light out that the transformational leadership is positively related with normative commitment to change. In the same line, transactional leadership is found to be not only positively related with normative commitment to change but also as stronger effect on it. This study was carried out with numerous limitations as example is cross sectional was conducted in this study and this could not figure out the effect pre and after change, thus longitude study is highly recommend in order to look in deep and compare the result. Not only this but also there may conduce in another sector and industry, it may come out with different light. With believing of different culture and its effect, future study can be conducted in different research context. This research has figured out the weakness of empirical study in change management literatures by connecting the leadership style, and organizational culture, and how they are associated to employee normative commitment to change. In the same way, it has provided a guideline for the public sectors in general and particularly in Yemen context on how to successfully implement change phenomena as well as how to get effective and efficient leadership with change management.
Commitment to Change among Managers in a Selected Service Organization in Malaysia
The International Journal of the Humanities: Annual Review, 2008
This study examines the role of trust in management as a mediator of the relationship between job related variables, managerial practice variables and commitment to change. The job related variables studied include feedback, job autonomy, employee participation and goal clarity. The managerial practice variables studied include procedural justice, perceived organizational support, transformational leadership, shared values, opportunistic behavior and communication. Data were gathered from 294 managerial staff in a selected service organization in Malaysia using self-administered questionnaires. The results of a structural equation modeling indicate that the relationships among the job related variables, managerial practice variables, and commitment to change were fully mediated by trust in management. This is evidence with the goodness of fit measures , GFI, IFI, NFI, CFI >.90, RMSEA <.08. The results imply the need for the management to consider interventions that could improve managerial staff's commitment to change by promoting job related variables and managerial practice variables that would directly or indirectly, through trust in management, support employees' commitment to change, and hence lead to desired organizational change.
Restaurant Business, 2019
Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate c...
Achieving Organizational Change: Preparing Individuals to Change and their Impact on Performance
Public Organization Review, 2020
Employees are required to be ready to face organizational change and have competencies that are in line with the development of science and technology which is the implementation of bureaucratic reform. This study aims to develop a model to prepare individuals to deal with, and respond to, changes and their impact on the performance of the individual within an organization. Change-oriented leadership, employee adaptability and the internalization of organizational values are indicated as important antecedents to the readiness for change, which, in turn, will affect individual performance. Data were collected from 116 respondents as employees in the National Statistics Office (NSO) of Central Java Province, Indonesia. The analytical method used SEM (Structural Equational Modeling) to test the hypotheses and Sobel Test was used to test the effect of mediating variables in the model. This research conclude that change-oriented leadership, employee adaptability and organizational values, have a positive and significant influence on readiness to change. Once the employees have high level of readiness to change, it will influence their performance.