WOLLEGA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

FACTORS AFFECTING THE EFFECTIVENESS OF CHANGE

MANAGEMENT AT GOVERNMENT BUREAUS OF
BENISHANGUL GUMUZE REGIONAL STATE, ETHIOPIA

BY: FEKADU TESEMA

SEPTEMBER, 2017
NEKEMTE, ETHIOPIA
FACTORS AFFECTING THE EFFECTIVENESS OF CHANGE
MANAGEMENT AT GOVERNMENT BUREAUS OF
BENISHANGUL GUMUZE REGIONAL STATE, ETHIOPIA

A THESIS SUBMITTED TO

THE SCHOOL OF GRADUATE STUDIES,

WOLLEGA UNIVERSITY, COLLEGE OF BUSINESS AND

ECONOMICS, DEPARTMENT OF MANAGEMENT FOR PARTIAL
FULFILLMENT OF THE REQUIREMENTS FOR THE MASTERS
OF ART DEGREE IN BUSINESS ADMINISTRATION (MBA)

RESEARCHER: FEKADU TESEMA (ATO)

MAJOR ADVISOR: NEERAJ B., PhD

CO-ADVISOR(S): ADUGNA H., MBA

TOLERA A., MBA

SEPTEMBER, 2017

NEKEMTE, ETHIOPIA
 Statement of the Author

I declare that this thesis entitled “Factors Affecting the Effectiveness of Change
management at Government Bureaus of The Benishangul Gumuz Regional State,
Ethiopi” is my work and that all sources of materials used for this thesis have been
appropriately acknowledged. This thesis is submitted in partial fulfillment of the
requirements for M.A. degree in MBA at Wollega University. I seriously declare that
this thesis is not submitted to any other institution anywhere for the award of any
degree or diploma. The thesis deposited at the University Library to make available to
borrowers under rules of the Wollega University Library.

Brief quotations from this thesis are allowable without special permission if accurate
acknowledgment of the source is made. However, requests for permission for
extended quotations from or reproduction in part of this manuscript may be granted
by Wollega University, the school of graduate studies in all other instances,
permission must be obtained from the author.

Name: ___________________ Signature: __________ Date of

Submission____________
Place: Wollega University, Nekemte
 Declaration

This is to certify that this thesis proposal entitled “Factors Affecting The
Effectiveness Of Change Management at Government Bureaus Of Benishangul
Gumuz Regional State, Ethiopia” accepted in partial fulfillment of the requirements
for the award of the Degree of Master of Arts in MBA by the school of Graduate
Studies, Wollega University through the college of Business and Economics, done by
Mr.Fekadu Tesema Badeta is a genuine work carried out by him under the guidance
of Main and Co- advisors. The matter embodied in this thesis work has not been
submitted earlier for the award of degree or diploma.

The assistance and help received during the course of this investigation have been
duly acknowledged. Therefore, I recommend that it can be accepted as fulfilling the
research thesis requirements.

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Major Advisor Signature Date

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Co-advisor Signature Date

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Co-advisor Signature Date

 WOLLEGA UNIVERSITY
SCHOOL OF GRADUATE STUDIES
FINAL THESIS APPROVAL FORM
As members of the Board of Examining of the Final M. A. thesis open defense, we
certify that we have read and evaluated the thesis prepared by Fekadu Tesema under
the title “Factors Affecting The effectiveness of Change Management at Government
Bureaus of Benishangul Gumuz Regional State, Ethiopia” and recommend that the
thesis be accepted as fulfilling the thesis requirement for the Degree of Master of
Arts in Business Administration (MBA).
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Dean of SGS Signature Date
Certification of the final paper

I hereby certify that all the correction and recommendation suggested by the board of
examiners are incorporated into the final thesis entitled “Factors Affecting The
effectiveness of Change Management at Government Bureaus of Benishangul Gumuz
Regional State, Ethiopia” by Fekadu Tesema .

____________________________ ________________ ____________

Dean of SGS Signature Date
 Acknowledgment

Above all, my deepest thank goes to Almighty God for always helping me to pass the
ups and downs of life till today.

My special thanks and appreciation goes to my advisor doctor Neeraj K, and Co.
advisors ato Adugna H, and Tolera A. for their unreserved efforts and genuine
advices extended to me during the entire work of this paper and thus who enabled me
to complete this research.

I am also grateful to thanks employees of the region, change consultants in regional

public service and human development bureau, and regional management institute for
providing me the necessary information of this study.

My deepest gratitude also goes to Ato kemal Abdurahim and Frew Amsalu for their
proof reading and unlimited technical support.

Finally, it is my pleasure to acknowledge family particularly for my spouse, W/r

Anchiwnesh Tsega for her endless encouragement and moral support throughout my
life and particularly for this study.

i
List of Acronyms and Abbreviations

ANOVA Analysis of Variance

BGRS Benishangul-Gumuz Regional State
BGRSEPLUAB: Benishangul-Gumuz Regional State Environmental Protection
Land Utilization and Administration Bureau
BGRSGCAB: Benishangul-Gumuz Regional State Government Communication
Affairs Bureau
BGRSMI Benishangul- Gumuz Regional State Management Institute
BPR Business Process Re-Engineering
BSC: Balanced Score Card
DV: Dependent Variable
FEDS: Finance and Economic Development Sector
GTP: Growth and Transformation Plan
HRD: Human Resource Development
IV: Independent Variable
JAS: Justice and Administrative Sector
MCS: Ministry of Civil Service
OD: organizational Development
RCBCSB: Regional Capacity Building and Civil Service Bureau
RPSHRDB: Regional Public Service and Human Resource Development
Bureau
SCBS: Social and Capacity Building Sectors
SPSS: Statistical Package for Social Sciences.
VCSO: Vision, Culture, System and Operation

ii
 Table of Contents

Statement of the Author ................................................................................................... iii

Acknowledgment ..................................................................................................................i

Table of Contents .............................................................................................................. iii

List Of Figures .................................................................................................................viii

Chapter One ...................................................................................................................... 10

Introduction ...................................................................................................................... 10

1.1. Background of the Study.................................................................................... 10

1.2. Statement of the Problem ................................................................................... 13

1.2.1. Research Hypothesis .......................................................................................... 15

1.3. Objective of the Study ....................................................................................... 16

1.3.1. General Objective .............................................................................................. 16

1.3.2. Specific Objectives ............................................................................................ 16

1.4. Significances of the Study .................................................................................. 16

1.5. Scope of the Study ............................................................................................. 16

1.6. Ethical Considerations ....................................................................................... 17

1.7. Operational Definitions of Key Terms ............................................................ 18

Chapter Two ................................................................................................................... 44

Literature Review ............................................................................................................. 44

Introduction ...................................................................................................................... 44

2.1. A review on Change and Change Management ......................................................... 44

2.2. Reasons for Organizational Change ......................................................................... 45

2.3. Types of Organizational Change ....................................................................... 46

2.4. Models of Organizational Change Management ................................................ 46

2.4.1. Kurt Lewin’s Model .......................................................................................... 47

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 2.4.2. Bullock and Batten, Planned Change ................................................................ 48

2.4.4. Mckinsey Seven ‘S’ Model ................................................................................ 49

2.4.5. Senge et al: Systemic Model .............................................................................. 50

2.5. Resistance to Organizational Change ................................................................. 51

2.5.1. Meaning of Resistance ....................................................................................... 51

2.5. 3. Causes of Resistance......................................................................................... 52

2.6. Success Factors of Organizational Change ......................................................... 55

2.6.1. Readiness of Organizations to Change ............................................................... 55

2.6.2. Leadership ......................................................................................................... 57

2.6.3. Organizational Culture ....................................................................................... 59

2.6.4. Effective Communication .................................................................................. 60

2.6.5. Evaluating Change Effort................................................................................... 61

2.7. Conceptual Model (Frame Work) ............................................................................. 61

Chapter Three ................................................................................................................... 64

Research Methodologies ................................................................................................... 64

Introduction ...................................................................................................................... 64

3.1. Description of Study Area .................................................................................. 64

3.2. Research Design ................................................................................................ 70

3.3. Target Population .............................................................................................. 72

3.4. Types and Sources of Data ................................................................................. 72

3.5. Data Collection Techniques and Instruments ...................................................... 72

3.6. Evaluation of Data Collection Instruments ......................................................... 73

3.6.1. Test for Reliability ............................................................................................. 73

3.6.2. Test for Validity ................................................................................................ 74

3.7. Sampling Procedures and Techniques ................................................................ 75

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 3.7.1. Bureaus ............................................................................................................. 75

3.7.2. Respondents ..................................................................................................... 77

3.8. Data Analysis Techniques .................................................................................. 79

Chapter Four .................................................................................................................... 81

Data Analysis and Discussion ........................................................................................... 81

Introduction ...................................................................................................................... 81

4.1. Data Analysis .................................................................................................... 81

4.1.1. Descriptive Analysis .......................................................................................... 81

4.1.1.1. Response Rate................................................................................................. 82

4.1.1.2. Demographic Characteristics ......................................................................... 83

4.1.1.3. Descriptive Analysis of Variables .................................................................... 86

4.1.2. Inferential Analysis and Hypothesis Testing..................................................... 101

4.1.2.1. Correlation ................................................................................................... 101

4.1.2.2. Analysis of Variance (One Way ANOVA) ...................................................... 106

4.1.2.3. Regression Analysis (OLS) ............................................................................ 107

4.1.2.4. Significance of The Model ............................................................................. 110

4.2. Discussion and Interpretation ........................................................................... 112

4.2.1. Change Management Effectiveness and Readiness ........................................... 112

4.2.2. Change Management Effectiveness and Communication .................................. 114

4.2.3. Change Management Effectiveness and Leadership ......................................... 115

4.2.4. Change Management Effectiveness and Culture ............................................... 116

4.2.5. Change Management Effectiveness Between and Across Sectors ..................... 118

4.2.6. The Effect of Factors on the Effectiveness of Change Management .................. 118

4.3. Limitation of the Research ............................................................................ 119

Chapter Five.................................................................................................................... 120

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Summary, Conclusion and Recommendation Introduction .......................................... 120

5.1. Summary ......................................................................................................... 120

5.2. Conclusion ...................................................................................................... 121

5.3. Recommendation ............................................................................................. 122

5.4. Scope for Future Study .................................................................................... 123

Bibliography .................................................................................................................... 124

Annexes ........................................................................................................................... 103

vi
 List of Tables
Table (1) Reliability Statistics……………………………………………….……36
Table (2) Lists of Reginal Bureus..…………….……..….……………..…………39
Table (3) Rate of Reterned Questionnaier………………….……..….………..….44
Table (4) Name of Bureas * Sex of Respondents………….…...….………..…….45
Table (5) Sectors of Bureas * Sex of Respondents…………………….………….46
Table (6) Demographic Characterstics of Respondents………………..…….…....48
Table (7) Organizational Readiness to Change…………………..………….…….49
Table (8) Organizational Communication to Change………………..……….……51
Table (9) Organizational Leadership Change……………….………………..……53
Table (10) Change Leadership (Vso Theory) …………………………………...…55
Table (11) Organizational Culture …………………….…………………...………57
Table (12) Change Management Effectiveness…………………………………….59
Table (13) One Sample T-Test of Change Factors…………………………...…….60
Table (14) Challenges to Change Management…………………………..….……..62
Table (15) Dimensions of Challenges to Change Management Effectiveness….… 63
Table (16a) Correlation of Readiness*Change Management………………………66
Table (16b) Correlation of Communication *Change Management Effectiveness 67
Table (16c) Correlation of Leadership *Change Management Effectiveness …..…68
Table (16d) Correlation of Culture *Change Management Effectiveness ...…….…68
Table (17a) Descriptive Statistics of Change Management Effectiveness By Sectors70
Table (17b) Change Management Effectiveness By Sectors………………………..71
Table (18a) Regrassiion Model Samary B…………………………………………...72
Table (18b) Anova A………………………………………………………….……...73
Table (18c) Cofficients A…………………………………..………………………...74
Table (19) Summary of Tested Hypothesis.………………………………………....92

vii
 List of Figures

Figure 2.1 Lewin’S Three-Step Model …………………….…………………….…15

Figure 2.2 Cycle of Kotter’s Eight Step Change Model …………………….……. 18
Figure 2.3 Conceptual Framework ……………………………………...………,....31
Figure 3.1 Map of Benishangl Gumuze Regional State……………………………
Figure 4.1 Histogram………………………………………………………………. 76

viii
 Abstract
This study aims at examining the effect of change factors on the effectiveness of
change management in the region. Based on the literature discussed four factors;
organizational readiness to change, change communication, leadership and
organizational culture were considered in the study. To arrive at this end descriptive
and explanatory research design with mixed research approach was used. The result
of the study shows that change factors were identified with statistically significant
positive relation with the effectiveness of change management in the region.
However, readiness and leadership found lesser effect than communication and
culture of the bureaus to up heal the effectiveness of change management. The
research concluded that efforts disposed to strengthen leadership commitment so as
to curb resistance to change through creating and communicating clear vision in the
region have significant effect to foster the effectiveness of change management.

Key words: change factors, readiness, communication, leadership, effectiveness

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 Chapter One

Introduction
This chapter describes the background of the study, statement of the problem,
research hypothesis, general and specific objectives of the study, significance of the
study, scope of the study, ethical considerations and operational definitions of the
study.

1.1. Background of the Study

Change management field had begun in the early 1980s through the work of thought
leaders such as Linda Ackerman and Daryl Conner (Anderson and Ackerman, 2010).
As different literature viewed that recognition of the importance of change as a
phenomenon is not new (Mansfield, 2010) However, the most challenging aspect of
modern society is the understanding and management of change. This requires the
understanding of different internal and external organizational factors that may either
affect or support organizational change (D’Ortenzio, 2012). Similarly, Making Sense
of Change Management is aimed at anyone who wants to begin to understand why
change happens, how change happens and what needs to be done to make change a
more welcoming concept (Cameron & Green, 2009).

Commitment to change, accepting that continual change is inevitable, necessary and

beneficial to an organization; since change is essential for an organization’s survival
if and only if organization’s accept willingly and react effectively that change helps to
step up organizational performance (Armstrong,2006 & Mansfield,2010). An
organization as a social system it’s reaction to change is likely to be more complex.
Organizations will be subjected to the imposition of outside rules, but will also rely
on many other factors such as: how different individuals within those organizations
interpret and implement the changes, how these individuals interact, what are the
ethos of the organization, and so on(D’Ortenzio, 2012 & Mansfield,2010).

10
Change is the Only Constant nature of life happening everywhere in every
organization (Anderson & Ackerman, 2010). The speed and complexity of changes
are increasing at an intense rate (Cameron & Green, 2009).

Copping with change and in turn help to ensure organization’s long term survival
depends on how effectively organizations are at managing that change (Anderson
Ackerman, 2010:46; & Orridge, 2009). Due to this fact the needs of organizations are
also changing dramatically, in terms of their strategies, structures, systems,
boundaries and of course their expectations of their staff and their managers through
building change capability (Cameron & Green, 2009).

Change capability is the ability of an organization to plan, design, and implement all
types of change efficiently with committed stakeholders, causing minimal negative
impacts on people and operations; this helps the organizations to establish the core
competency of improving about every aspect of organizational performance. It is also
stated as a key twenty – first century to own competitive advantage (Anderson &
Ackerman, 2010).

Building change capability requires visionary leadership and exceptional management

skills both to lead and manage the change program effectively (Orridge, 2009).
Change capability also need a significant investment in training and developing
people, building the organizational infrastructures, systems, and processes that
support change execution. So that, every organization should have to build change
capability as a key strategic objective since how much improvement the organization
demand can achieve is just up to its change capability. However, research findings in
the field of change and change management over the past two decades described that
70 percent of change efforts are failing to produce their intended business results.
These struggling efforts are producing huge cost to budgets, time, people, customers,
and faith in leadership and management of organizations (Anderson & Ackerman,
2010).

11
Recently society at large increasingly expects high performance and high quality of
service not only from government organization but also from private one. So that
organizations today must achieve high performance in order to address the growing
needs of the society. This demands organizations and countries to cope up with the
ever changing need of their customers/societies through different change or reform
methodologies (R. Schermerhorn & et al, 2002). Civil service in Ethiopia; though it
has started in 1907, it was viewed as not capable enough to carry out progressive
aspiration of the people since up to 1990s. As of 1990’s Ethiopian Government has
taken essential measures on a paradigm shift to eradicate poverty which has been
considered leading enemy of the nation. To this end, to bring transformational change
in public sectors, reform programs with five sub programs has been implemented.
Top Management Sub Program, Human Resource Sub Program, Expenditure
Management Sub Program, Service Delivery Sub Program, and Ethics Sub Program
are inter-wined sub programs of the reform. The major intent of the program is
building organizational capability. Business Process Reengineering (BPR), Balanced
Score Card (BSC), Citizen Charter and Civil Service Change Army are among the
major change management tools of the Program installed in the organizations
(Ministry of Civil Service [MoCS], 2013).

The Ministry assured that even though improvement have been achieved through the
implementation of reform tools in public organization, still a lot remain to deal with
key bottlenecks so as to breakthrough results. Public attitude toward civil service,
knowledge, skill and resource constraints of the civil service are among the major
identified challenges that are factors affecting the effectiveness of the change and
change management efforts of the nation.

Benishangul Gumuz Reginal State (BGRS) is among the regions which have been
implementing national level pronounced reforms mentioned by the ministry; Business
Process Reengineering (BPR), Balanced Score Card (BSC), Citizen Charter and Civil
Service Change Army since eight years ago (BGRS, 2009).

12
 These reform issues have been brought several organizational changes like strategy,
structure, culture, and, leadership style across organizations of the region. Based on
this, similar to Civil Service Ministry of the nation, Regional Capacity Building and
Civil Service Bureau (RCBCSB) argued that the existence of improvement in service
provision capability of organizations in general, but still a lot remain to identify and
act on the critical factors impeding the effectiveness of organizational change
(RCBCSB, 2013). Therefore, this study examines factors affecting the effectiveness
of change management in the region.

1.2. Statement of the Problem

The study of change and organizational change management is one of the great
themes in the social sciences. There have been different factors affecting the
effectiveness of managing organizational change (Orridge, 2009). Content, people
and process of change are among the determinant factors for successful management
of change (Anderson and Ackerman, 2010). Moreover, the researchers also
determined five factors or requirements of organizational change capabilities. These
are; the extent of urgency of change agenda, change process methodology employed
by the organization, level of change infrastructures, existence of change center of
excellence for all change practitioners and the effort of creating a strategic change
office in the organization.

Before entering into the research process, the researcher was interested in exploring
either the problem really exists or not in the region. The researcher have been
engaged in organizational change endeavors as change agent and reform advisory
team members for more than five years in the region. This engagement provides
numbers of experiences and opportunities to get ample of practical situations about
change and change management efforts with their ends in the region. Based up on
this, BPR, BSC, Citizen Charter, and Civil Service Change Army have been among
the change management endeavors by which the region has been deploying possible
efforts since 2013.

13
With this regard, there were two researches conducted by the regional Public Service
and Human Resource Development Bureau (RPSHRDB). The first was an assessment
on the practices and challenges of BPR and other change management endeavors was
the research conducted by RCBCSB since 2013. The second was the status of
organizations at regional level in performing the reform activities. Based on the
research findings, organizations were classified as high, medium and low performing
organizations. In line with the assessment findings, three organizations were awarded
publicly for their performance in Sept. 2017.

Both research conducted by RCBCSB showed that training and technical support
were provided to higher officials on change management tools by the RCBSB and
BRSMI. Furthermore, lack of resource, leadership commitment, employee awareness
and commitment to undertake reform activities were among the vital factors to hinder
the effective implementation of change management tools in the region.

However, both researches especially the first research were conducted dominantly by
using qualitative approach. Pilot studies to test the reliability of instruments were not
employed in both researches. In addition, findings of the studies were not in place to
show or explain the effect and level of relationship between change factors and the
effectiveness of change management activities in the bureaus statistically.
Furthermore, though impeding factors of organizational change management
activities in the region were mentioned in the research findings, the effect level and
significances of each factor to affect the level of effectiveness in change management
activities through hypothesis testing.

In addition, the researcher reviewed existing theories and research results related to
the research topic. All reading and exploration enabled the researcher to have pre-
understanding of the study area. This intern impressed the researcher to find relevant
and potentially novel research hypothesis as per the region context. Therefore, this
research is aimed at examining the following null hypothesis.

14
1.2.1. Research Hypothesis

Research hypothesis is tentative assumption or proposed solution of the research

problem that has to be tested empirically. They enable the researcher to draw out the
real relationship among variables and their consequences (Adams & et al, .2007; &
Kothari, 2004). Furthermore, hypothesis helps the researcher in suggesting the
methods appropriate for collecting, analyzing and interpreting the data; and the
resultant confirmation or rejection through empirical or experimental testing
Walliman (2006).

Based on the notions of scholars mentioned above and the method by which the
research was conducted, the following null working research hypotheses are drawn:

Ho1: There is no statistically significant relationship between change management

effectiveness and change factors in the bureaus. Within this hypothesis there are
four sub hypotheses:
Ho11: Readiness of organizations to change has no significant relationship with
organizational change management effectiveness in the bureaus.
Ho12: Effective communication has no significant relationship with organizational
change management effectiveness in the bureaus.
Ho13: Change leadership has no significant relationship with organizational change
management effectiveness in the bureaus
Ho14: Organizational culture has no significant relationship with organizational change
management effectiveness in the bureaus.
Ho2: There is no statistically significant difference in the effectiveness of change
management among regional government bureaus and sectors of the region.
Ho3: Change factors has no statistically significant effect on the effectiveness of
change management across the bureaus..

15
 1.3. Objective of the Study
1.3.1. General Objective

Taking research hypothesis as a spring board, assessing the major factors affecting
the effectiveness of change management efforts and provide possible
recommendations to foster effective management of organizational change in the
region is the general objectives of the research.

1.3.2. Specific Objectives

Based on the general objective and hypothesis, the research aimed at attaining the
following specific objectives:

1. To identify the existence of relationship between change factors and the

effectiveness of change management in bureaus of the region;
2. To examine the existence of statistically significant variance in the effectiveness
of change management across bureaus and sectors of the region or not.
3. To explain which change factor has more/dominant effect on the effectiveness of
change management in the study area.

1.4. Significances of the Study

Identifying the effect and significance level of each of change factors under the
study was the vital purposes of the study in the region. From this research,
government of the region might be the primary beneficiary to take advantage of
the findings so as to improve the effectiveness of change management tools in
region. Furthermore, this research may help as a literature source to those
researcher interested to the topic and related topics under the study.

1.5. Scope of the Study

The study is scoped in terms of time, area, content to be discussed, and types of data
to be entertained to generalize the findings to a specified subject. Based on these
16
notions, it was delimited to the government bureaus at regional level. Both qualitative
and quantitative data about the change management issues of 2016 was employed to
generalize findings to the region at large.

As per the nature of the topic under study, only internal organizational factors
affecting the effective management of change was the focus of the thesis. In this
regard factors like leadership, organizational culture, organizational motivation to
change, and effective communication were the content boundaries of the research.

However, the implementation aspects of change management tools; BPR, BSC,

Citizen Charter, and Civil Service Change Army we’re not be the concern of the
study. Since, the issues of implementation had been mentioned that though they
brought improvement, still they are not implemented at the level by which
organizations are expected. By doing so, the researcher will hand over the research
processes effectively and efficiently. Since this boundary will unfolds the easy
management of the resources; that drive towards the major theme of the study.

1.6. Ethical Considerations

Ethics in research is the expected rules, principles and norms to be followed by

researcher, respondents, and sponsoring organization. Particularly about conduct with
other people and organizations, aimed at causing no harm and providing
confidentiality, honest, if possible, benefits to whom involved in research processes
(Creswell, 2009:73; & Walliman, 2006:206). To this end, maximum effort will be
made by the researcher to follow ethical codes of the research in terms of resource
utilization, data collection, analysis, interpretation and the way how research report
will be disclosed. In addition, participants will be told to give appropriate data which
must be kept confidential so as to contribute the very success of the study by the
researcher.

17
1.7. Operational Definitions of Key Terms

There are terms that used in the research process repeatedly. To make readers
understand beyond their conceptual meaning, providing operational definition will
have significant role to make stick with the study, which are defined below:
Bureau: means any Regional State office established as an autonomous institution by
a proclamation or regulations and fully or partially financed by government
budget, which provide services to the general public by using change
management activities (BGRS, 2002).
Change agent: means individual or teams from internal or external source, which
facilitate, consult, coach, train, coordinate and report change efforts performed
by the bureaus (Cameron, &Green, 2009).
Change: means the process of implementing public sector reform activities such as
BPR, BSC, Citizen Charter, and civil service army, and GTP (MCS, 2012).
Communication: means formal and informal way of disclosing the progress,
challenges, performance of change management activities to implementers,
governments, and customers of the bureaus by appointed party through
different channels: magazine, broachers, dash boards, public speech and etc
for the purpose of organizational learning (Orridge,, 2009).
Culture: the whole picture of a given organization, which describes consistent and
unique nature of leaders and employees while operating for the successful
achievement of change management activities (Kotter & Cohen, 2002).
Effectiveness: means collective and qualitative description to measure the
achievement of change efforts made by an organization (Flamholtz &
Randle, 2008).
Leadership: means process of influencing organizational change efforts through
creating and communicating vision, culture, managing organizational system
and operations (Flamholtz & Randle, 2008)
Readiness: means organizational motivation to accomplish change management
activities through establishing sense of urgency and dealing with resistance to
foster change ( Kotter &Cohen, 2002).
18
Resistance: means overt and covert behavior of change implementers to abolish
change efforts and change related issues in the organization (Orridge, 2009).

19
 Chapter Two
Literature Review
Introduction
This chapter reviews the literatures related change and change management in seven
sections. The first section defines about change and change management in different
views. The second and third sections review the reasons and types of organizational
changes respectively. Models, resistance, and success factors to change are reviewed
under fourth, fifth and sixth sections respectively. Based on the reviewed literature
and formulated hypothesis of the research, customized conceptual fame work is
discussed under the last section of this chapter.

2.1. A review on Change and Change Management

The views and definitions of change and change management are noted by many
scholars. Among the definitions, Flamholtz & Randle (2008) described change as
something making different in a particular way. The difference can be small
(incremental) or radical (transformational). It can involve shifting from one (or the
current/equilibrium) state or phase to another, which, in turn, results in a
“transformation” or “transition.

Change management, according to Szamosi and Duxbury (2002), is an integral part of

life and is a constant in most organizations. So that managing change effectively is
vital to ensure long term organizational survival (Orridge, 2009). Now in 21st
century organizations are different, and the pace of change is even faster (Cameron,
and Green, 2009).Thus, change and how to lead/manage it successfully has become a
critical topic on the minds of organizational leaders and managers (Anderson and
Ackerman, 2010).

Besides, effective management of change requires clear understanding of type,

nature, consequences and driving causes of change, and factors affecting its
successful implementation. In this regard, there is a great deal of literature on change

44
and change management, which scholars and practitioners need to create connection
(Flamholtz & Randle, 2008).

The understanding of change and field of change management had begun in the early
1980s. What so ever the change is, effective management of change demands better
planning for the complexities to implement and overcoming resistance to change.
Communication and training as well as tools for implementation of planning are
among the methods to effective management of change smoothly, which requires
leadership and special management skills that ensure the transformation of a critical
mass of leaders ’and employees’ mindsets, and the organization’s culture (Anderson
and Ackerman, 2010:44, and Orridge).

2.2. Reasons for Organizational Change

The world we live in continues to change at an intense rate. Following this

organizations are also changing dramatically, in terms of their strategies, structures,
systems, boundaries and of course expectations of their staff and their managers
(Cameron & Green, 2009).

Organizational change does not happen without triggering factors (forces).These

forces usually emanate in organization’s internal and external environment (Anderson
& Ackerman, 2010).

Anderson & Ackerman (2010) clarifies two models that drives (cause) organizational
change, which are described as theoretical and Implementation models. The former
illustrates that the need for change is catalyzed by dynamic shifts in new customer
requirements for new organizational operations and strategies, which may include
changes to structure, systems, business processes, or technology (content). The later
focus on the significant transformation of leadership and employees mind set and
organizational culture derived from external environment of the organization to look
in to deeper dimensions of people and culture.

45
2.3. Types of Organizational Change

There are vast differences in the types of change that organizations face and make.
The variation may arise from type, nature, cause, process, objectives and etc of the
organization; some change is incremental, other change is substantial, and some is
even transformational. Some change is strategic, while other change is operational or
tactical. However, regardless of the source or causes of change, all organizations are
continually facing with the need to make change (Flamholtz & Randle, 2008).

The three most prevalent types of change are developmental change, transitional
change, and transformational change. Developmental Change: represents the
improvement of an existing skill, method, performance standard, or condition.
Transitional change: is more complex than developmental change. It is the required
response to more significant shifts in environmental forces for success .and
Transformational change: is the least understood and most complex type of change
facing organizations today. When led well, it can lead to extraordinary breakthrough
results. When led poorly, it can lead to breakdown throughout the organization.
Transformation is one of the most challenging yet potentially rewarding undertakings
for leaders (Anderson and Ackerman, 2010).

2.4. Models of Organizational Change Management

There are many models to managing and understanding change. These models are
viewed in four organizational metaphors, which provide a useful way of looking
organizations at the range of assumptions that exist about how organizations work
Gareth’s Morgan’s work cited in Cameron & Green (2009). This indicates that to be
an effective manager or consultant of organizational change requires the selection of
appropriate model that fits the prevailing situation as per the assumption of models.

Kurtlewin’s model, Bullock and Batten model, Kotter’s model, Beckhard and Harris
model, Nadler and Tushman model, Mckinsey Seven ‘S’ model, William Bridges
model, Carnall model, Senge model and , Stacey and Shaw model are models of
46
organizational change management (Cameron & Green :2009). Among these, five
models which are more relevant to the study topic under its boundary are described
below.

2.4.1. Kurt Lewin’s Model

Kurt Lewin (1951) developed his ideas about organizational change from the
perspective of the organism metaphor by introducing force field analysis, which
examines the driving and resisting forces in any change situation. He argued that
driving forces must outweigh resisting forces in any situation if change is to happen.
This model is sometimes used by managers as a planning tool, rather than as an
organizational development process.

Figure -2.1
Lewin’s Three-Step Model

UNFREEZE Take action

Make change
Involve People

Make change permanent

Establish new way of things
Examine status quo Reward desired outcomes
Increasing driving force MOVE
for change
Decrease resisting
change

REFREEZE

Source: Cameron & Green (2009:111). Making Sense of Change Management: a

Complete Guide to the Models, Tools & Techniques of Organizational Change.2nd ed,
Great Britain and The United States: Kogan Page Limited.

47
Lewin suggested a way of looking at the overall process of making changes. He
proposed that organizational changes have three steps shown in figure 2.1. The first
step involves unfreezing the current state of affairs. This means defining the current
state, surfacing the driving and resisting forces and picturing a desired end state. The
second is about moving to a new state through participation and involvement. The
third focuses on refreezing and stabilizing the new state of affairs by setting policy,
rewarding success and establishing new standards.

2.4.2. Bullock and Batten, Planned Change

Bullock and Batten’s (1985) phases of planned change draw on the disciplines of
project management. The phase of organizational change according to this model are
“exploration;” “Planning;”, “action;” and “integration”.

Exploration involves verifying the need for change, and acquiring any specific
resources (such as expertise) necessary for the change to go ahead. Planning is an
activity involving key decision makers and technical experts. A diagnosis is
completed and actions are sequenced in a change plan. Actions are completed
according to plan, with feedback mechanisms which allow some re-planning if things
go off track. The final integration phase is started once the change plan has been fully
acted. Integration involves aligning the change with other areas in the organization,
and formalizing them in some way via established mechanisms such as policies,
rewards and company updates.

This particular approach implies the use of the machine metaphor of organizations.
The model assumes that change can be defined and moved towards in a planned way.
This approach implies that the organizational change is a technical problem that can
be solved with a definable technical solution.

2.4.3. Kotter, Eight-Steps: Machine, Political, Organism

Kotter’s (1995) ‘eight steps to transform your organization’ goes a little further than
the basic machine metaphor. This model addresses some of the power issues around
48
 making change happen, highlights the importance of a ‘felt need’ for change in the
organization, and emphasizes the need to communicate the vision and keep
communication levels extremely high throughout the process. These steps are
establish a sense of urgency, form a powerful guiding coalition, create a vision,
communicate the vision, empower others to act on the vision, plan for and create
short-term wins, consolidate improvements and produce still more change, and
institutionalize new approaches respectively(See figure-2.2 below).

Figure -2.2
Cycle Of Kotter’s Eight Step Change Model
establishing the need
for change(urgency)

Building the change

institutinalizeinnew team
approachs

Kotter’s eight
creating vision and
step model values
consolidating

notifing communicating and

improvements and engaging
energizing

empowering others

Source: Researcher own adoption from Cameron and Green (2009: 114). Making Sense of
Change Management

2.4.4. Mckinsey Seven ‘S’ Model

McKinsey seven ‘S’ model is a more rounded starting point for those facing
organizational change. This model of organizations perceives organization as a set of
interconnected and interdependent subsystems. Again, this model acts as a good
checklist for those setting out to make organizational change, laying out which parts

49
 of the system need to adapt, and the knock-on effects of these changes in other parts
of the system.

The seven ‘S’ categories are: Staff: important categories of people; Skills: distinctive
capabilities of key people; Systems: routine processes; Style: management style and
culture; Shared values: guiding principles; Strategy: organizational goals and plan
use of resources; and Structure: the organization chart.

2.4.5. Senge et al: Systemic Model

This model is aimed at sustainable change (Cameron &Green, 2009:128). Senge et al

observe that many change initiatives fail to achieve hoped for results. They reflect on
why this might be so, commenting, ‘To understand why sustaining significant change
is so elusive, we need to think less like managers and more like biologists.’ Senge et
al talk about the myriad of ‘balancing processes’ or forces of homeostasis which act
to preserve the status quo in any organization.

The approach taken by Senge et al focuses on the early stages such as creating a
vision, planning, finding energy to move forward and deciding on first steps. They
examine the challenges of first initiating, second sustaining and third redesigning and
rethinking change. This helps for dealing with the balancing forces of equilibrium in
organizational systems (resistance). Senge et al say that the key challenges of
initiating change are the balancing forces that arise when any group of people starts to
do things differently: these are we don’t have time for this stuff!’ People working on
change initiatives will need extra time outside of the day to day to devote to change
efforts; otherwise there will be push back, we have no help! There will be new skills
and mindsets to develop. People will need coaching and support to develop new
capabilities, this stuff isn’t relevant! Unless people are convinced of the need for
effort to be invested, it will not happen, and they’re not walking the talk!’ People look
for reinforcement of the new values or new behaviors from management. If this is not
in place, there will be resistance to progress.

50
Therefore, from the range of models discussed above, in order to mange change in an
organization effectively, manager or leader should have to choose appropriate
approaches/models, which fits the existing situation of internal and external
environments: the felt need of employees, and customers are among the environment
by which needs due attention if change has achieve its ultimate end.

2.5. Resistance to Organizational Change

Meaning, types, causes and the methods to overcome resistance are among the
concern to be discussed here under. This could help the managers to drive change
effort towards effectiveness.

2.5.1. Meaning of Resistance

Rapid and intense change is an evitable nature of organizations in 21 century. But

over the past two decades more than 50% of change efforts fail to deliver their
intended out comes because of many reasons; resistance by stake holders is among
the reasons to fail change efforts (Anderson & Ackerman, 2010). Proper management
of change requires understanding and dealing with resistance to change effectively,
which is one of key change capability of manager/leader (Flamholtz & Randle, 2008).
This entail that defining resistance to change is vital to deal with it effectively.

Resistance to change is defined by (Schermerhorn et al, 2002:64) as any attitude or

behavior that indicates unwillingness to make or support a desired change. It is also
defense mechanism by people’s to maintain the status quo; people naturally are
resistance to learning new skills or behaviors (Anderson &Ackerman, 2010). This is
not always the case, however. It is helpful to view resistance to change as feedback
that the change agent can use to facilitate gaining change objectives.

2.5.2. Types of Resistance

Understanding the types of resistance will help to choose methods and approach to
handle them accordingly. Though there are an array of categorizing resistance to
51
change by different authors, for this research classification made by Schermerhorn et
al,(2002:65) is selected for discussion. They described three basic types of
organizational change resistance. These are resistance to change itself, resistance to
strategy and resistance to change agent.

2.5. 3. Causes of Resistance

Understanding the real cause of resistant to change is important to take suitable action
to effective management of change. Resistance caused by fear of the unknown or a
need for things to remain stable, when a person’s core needs are triggered, and their
ego perceives that their needs will not be met are among the causes to resist
organizational change (Cameron &Green, 2009, Anderson &Ackerman, 2010).

Similarly, Schermerhorn et al (2002:64) identified eight reasons, which lead people to

resist change. These are fear of the unknown; lack of good information; fear for loss
of security; no reasons to change; fear for loss of power; lack of resources; bad
timing; and habit of employees. In addition, absence of organizational culture that
promotes openness to change leads to change efforts to be resisted by organizations’
change effort (Flamholtz & Randle, 2008).

Based on the mentioned reason above, change agents, leaders, and managers should
plan in advance to overcome the resistant’s for the very effective achievement of
organizational change out comes.

2.5.4. Over Coming Resistance

Change management practitioners were expected to provide solutions to two major

problems, how to plan better for the complexities of implementation and how to
overcome employee resistance to change. Communications and training, as well as
tools for implementation planning are among methods to build change capability,
which leads to minimize resistance and maximize commitment in people and make
change run more smoothly (Anderson &Ackerman, 2010).

52
Beckhard and Harris (1987) in Cameron &Green (2009:115) and (Flamholtz &
Randle, 2008:55) noted that; resistance is normal and to be expected in any change
effort, which takes many forms. However, change managers need to analyze the type
of resistance in order to work with it, reduce it, and secure the need for commitment
from the resistant party.

A change will occur if, and only if, the pressure for change is greater than the
resistance to change. This require reducing or overcoming resistance to change,
which depends on identifying the sources of resistance, and leader’s ability to be
task oriented (both strategically and tactically) when the time requires it (Senior &
Fleming , 2006).

Dealing with “overcoming” or reducing resistant to change, careful planning is

important. Change leader should consider how much short-term risk is there to the
organization? How much resistance is expected? Who has the power? And how much
commitment is needed? (Orridge, M., 2009).

Based up on the above idea, different scholars determined various methods or

approaches to “overcome” reduce resistance to change. Schermerhorn et al,(2002
:167), Kotterdescribed & Schlesinger (1979) in Senior & Fleming (2006:291)
described six approaches for dealing with resistance to change:

First, education and communication: The objective is to educate people about a

change before it is implemented and to help them understand the logic of the change.
Education and communication seem to work best when resistance is based on
inaccurate or incomplete information. Beside to this, education and communication
helps to maintain low resistance to change we need to ensure that staff have the
appropriate skills, knowledge and competencies in place, or the means of rapid
acquisition, which will enable them to perform effectively in the new world
( Orridge,2009).

53
Second, participation and involvement: With the goal of allowing others to help
design and implement the changes, this approach asks people to contribute ideas and
advice or to work on task forces or committees that may be leading the change. This
is especially useful when the change agent does not have all the information needed
to successfully handle a problem situation. Cameron &Green (2009) strengthen that
resistance can be reduced through participation in future plans, and by increasing the
anxiety about doing nothing (increasing the felt need for change)

Third, facilitation and support: involves providing assistance both emotional and
material, for people experiencing the hardships of change. A manager using this
approach actively listens to problems and complaints, provides training in the new
ways, and helps others to overcome performance pressures. Facilitation and support is
highly recommended when people are frustrated by work constraints and difficulties
encountered in the change process.

Forth, negotiation and agreement: offers incentives to actual or potential change

resistors. Tradeoffs are arranged to provide special benefits in exchange for
assurances that the change will not be blocked. It is most useful when dealing with a
person or group that will lose something of value as a result of the planned change.

Fifth, manipulation and cooptation: makes use of covert attempts to influence others,
selectively providing information and consciously structuring events so that the
desired change occurs. In some cases, leaders of the resistance may be “bought off”
with special side deals to gain their support. Manipulation and cooptation are
common when other tactics do not work or are too expensive.

Sixth, Explicit and Implicit Coercion: employs the force of authority to get people to
accept change. Often, resistors are threatened with a variety of undesirable
consequences if they do not go along as planned. This may be done, for example, in
crisis situations when speed is of the essence. The approaches depict that effective
management of change, which helps to get breakthrough results, using appropriate

54
methods that fit the context of the organization and change implementer. This is what
is expected from effective change agents.

2.6. Success Factors of Organizational Change

Change Tracking (2008) have looked at change in more than 180 organizations
worldwide and surveyed over 100,000 individuals. Based on the survey, Cameron &
Green (2009:335) identified six success factors of change management, which are
Turbulence conditions, Resources (change infrastructure: training and capability;
systems and processes; and change support), Aligned direction (vision and direction;
and communication), Engagement (change leadership and involvement), Team
leadership (management skills; feeling valued; and accountability), and Emotional
energy (passion and drive; disturbance). Among these factors change leadership,
systems and processes, passion and drive, and degree involvement and vision and
direction, were taken as far more important to the success of change management.

Beside, Flamholtz & Randle (2008:50) in their book entitled “Leading Strategic
Change”; described that: Vision (creating, communicating and managing), managing
corporate Culture, developing and managing System, and managing operation as
primary factors to affect the success of organizational change. They termed these
factors as “VCSO theory”.

Based up on the above concepts, facts and related review of resources related to
change, scholars depicted several factors on success of change. For this research
motivating organizational change, leadership, organizational culture, communication,
and evaluating change effort as factor of organizational change management effort.

2.6.1. Readiness of Organizations to Change

Lack of change readiness and urgency is an indicator of unsuccessful change

management. Future success in change effort of the organization is dependent on
engaging staff to enter into the new way of doing things. In this regard, it is important

55
to create a sense of urgency readiness, and momentum if change efforts need to be
successful (Cameron & Green, 2009).

On the top of this, regardless of the size and type of organization, significant change
could be achieved by creating a sense of urgency among relevant people to increase
the ‘felt-need’ for change. Since the central challenge in change management process
is changing people’s behavior. So that well established urgency helps to shift
employees from resistant to commitment toward change effort (Kotter & Cohen,
2002:37-8, and, Anderson & Ackerman, 2010). This require shift from fixing people
to empowering them to build a positive platform for change and readiness to change
(Malandro, 2009).

Empowering refers to removing any barriers in the path of people who is in charge of
doing organizational change activities. Empowered people working on the vision
create short-term wins, which provide credibility, resources, and momentum to the
overall effort (Kotter & Cohen, 2002). Provision of resources and get employees
involved in change activities, training and communication are among the strategies to
empower people in an organization, which help them to have more control over
future. So that organization achieves success on change management (Cameron &
Green, 2009, & Orridge, 2009).

While making change agenda as urgent to the organization it helps the organization in
ensuring the following five critical success requirements (Anderson & Ackerman,
2010). These are: the change efforts happening are the right ones to fulfill
organization’s strategy, the efforts are prioritized, organized, assigned, and paced in
the optimal way, the organization has the capacity to actually carry out and succeed in
these changes, the organization is effectively managing consultants to help with the
range of change efforts underway, and change efforts are aligned to support the
desired organizational culture.

Therefore, change as a tool to breakthrough results, organizations’ should have to

establish sense of urgency at a required depth and breadth. This will help change
56
implementer to fill considered and understand what is going on in their organization
openly. Hence, the felt need of change will become in to success.

2.6.2. Leadership

In the twenty-first century, change and how to lead it successfully depends on the
capability of organizational leadership. Over the past two decades is that 70 percent
of all change efforts fail to deliver their intended outcomes. This is because of many
factors; poor change leadership, which gives change a bad name in the minds of
employees. Therefore, building change leadership capability is growing as a key
strategic objective of every organization that increases organizational success at
leading changes effectively (Anderson, &Ackerman, 2010).

Flamholtz, & Randle (2008:50-8) stated that: The process of leading change
successfully is not a trivial issue, however. It is fraught with difficulties, and
sometimes the results are unsuccessful even for relatively small incremental changes.
Therefore, leaders of the change need to focus on vision, system, culture and
operation aspects of the organization. Under this sub title except culture the rest are
described below.

Creating and communicating vision: A vision is both a requirement of effective

leadership of change and a tool as well. Effective change requires a vision of what the
leader is trying to achieve as the end result of the change process. This involves
defining what the end state will “look like” It also involves communicating this
vision effectively to all those who will need to be involved in making the vision a
reality. Unless people can ‘“visualize” what the end result of the change will be, they
will be uncertain. They will also be more likely to resist the change.
Having a well-defined vision is, in fact, critical to the success of moving an
organization, team, or individual from planning to getting started and “letting go” of
the change process. This means that leaders of change must understand how to define,
communicate, create buy-in for, and reinforce their vision.

57
Managing organizational Systems: Systems both operational and management
systems are important tools in creating and supporting change. These systems provide
the infrastructure required to support ongoing operations and promote long-term
growth and development. They are also important elements in the successful change
process.

Operational systems consist of all the systems required to facilitate the operations of
the organization on a daily basis. These includes production or service delivery,
accounting, human resource management (recruiting, selection, training), and
information systems. Management systems are the systems required for the growth
and development of a business. They include the planning system, organization
structure, management development processes and systems, and control/performance
management systems.

The leaders of the change process need to have an understanding of organizational

systems, their relationship to each other, and the impact that changing systems can
have on overall operations. It also involves identifying and developing plans to deal
with possible resistance to these changes.

Operations: Operations may be either a driver of change or the element that is

affected by other changes. In this context, “operations” refer to the day-to-day
activities that take place in a business. The term relates to, among other things, how
information flows through a business, how products move from idea through launch,
how people are trained and coached daily by their managers, how “orders” flow from
customers through shipping, how the company tracks its financials on a day-to- day
basis, and many other processes and systems. It is the most visible outcome of efforts
to change the behavior of an organization, team/unit, or individual.

Changes in the other drivers’ vision, culture, and systems will ultimately be reflected
in changes in operations, which, in turn, will be reflected in changes in people’s
behavior. Systems and operations are, in a sense, the most closely related drivers of

58
change. The systems driver relates to the design and implementation of new
operational or management systems, which, in turn, affect operations.

2.6.3. Organizational Culture

Organizational culture is defined by different scholars differently. (Dawson,

2010:14) defined as set of shared attitudes, values, goals, and practices that
characterizes an institution or organization.

In today’s world, organizational culture is among the significant requirements, which

has to be transformed to success of change management. So that formulating the
strategies and methods to transform mindset and culture are critical aspects of change
leadership/management (Anderson &Ackerman 2010). To magnify the role of leader
in changing the culture of the organization, (Cameron & Green, M. 2009) described
that cultural change is achieved through action rather than words, so people need to
see their managers walking it as well as talking about it.

Hai (1987) in Cameron & Green (2009:256) and Anderson &Ackerman (2010:190)
described culture as behaviors such as innovation, decision making and
communication, leadership style, relationship, performance expectation, organizing,
measuring success and rewarding achievement are affected by corporate culture. So
that it can affects the performance of the individuals to the organization. Therefore it
has to be managed effectively. To strengthen this stand, effective change management
require to create and manage a culture that is supportive of change, innovation,
appropriate risk taking, and openness etc. (Flamholtz & Randle,2008).

Though culture is built through long process, organizations involve themselves in

culture change if the current culture does not adequately support the achievement of
strategic objectives (.Cameron & Green, 2009). Based on this, the most effective
organization in recent changing environment, modify their strategies and culture
periodically to adapt to the external environment (Dawson, 2010). In order to sustain
the effect of culture on organizational change, leaders should engage in nurturing a

59
 new culture which provides roots for the new ways of operating organizational
missions in more efficient and successfully manner (Kotter & Cohen, 2002).

Therefore, cultures as a success factor of organizational change, organization which

faces any change, should have to built or adapt culture that fit the type of change it
faces.

2.6.4. Effective Communication

The change management needs effective communication of organizational vision to

all those it will affect and be able to listen to feedback carefully, which requires
communication skills of manager (Flamholtz & Randle, 2008). Effective
communication throughout the change is vital; it should be a dialogue, planned,
credible, early, ongoing and conducted by appointed senior members of leadership.
Communicate even when there is nothing new; reassure everybody there is nothing
new to report. People affected by the change need to have a chance to express their
feelings without fear of reprisals (Orridge, 2009).

Kotter in Cameron & Green (2009) emphasizes the need to communicate vision and
change issues at least 10 times the amount you expect to have to communicate in a
variety of different ways. Communication in any change is absolutely essential.
Effective communication should be well planned, and these plans need to be clear
about how to get the right information to the right people at the right time through the
right medium (Cameron & Green ,2009). Kotter & Cohen (2002) also indicate that
effective communication of vision and strategies has positive impact on change effort.

Therefore, any change effort to be effective communication has a pivotal role. So that
change manager should have to give due attention to design communication strategy
to advocate every activities.

60
2.6.5. Evaluating Change Effort

Successful introduction and implementation of change needs monitoring

performance against the predetermined change outcomes. This helps to motivate
performance of implementer and encourage organizational learning, which needs
monitoring and evaluation skills of change leader (Flamholtz & Randle, 2008).
Similarly, ongoing checking of change effort progress is a key factor of successful
change and developing an organization change capability (Orridge, 2009).

Therefore, monitoring change effort as one of the success factor, organizations should
have to plan to monitor the effort so as to compare the level of performance.

2.7. Conceptual Model (Frame Work)

Researcher need to construct a conceptual framework within the topic under study.
This enables the researcher to implement the research successfully. Conceptual frame
work allows the researcher understand competing theories of the topic to make an
attempt to integrate different ideas in line with research questions and hypothesis.
Furthermore, the framework helps to conceptualize the relationship that will exist
between dependent and independent variables (Adams et al, 2007).

There are several factors in place to affect the effectiveness of change management.
As per the literature reviewed and the major aim of the research, the researcher tried
to create conceptual interrelationship between one dependent variable, and four
independent variables (see fig -2.3).

Effectiveness of change management is dependent variable whereas motivating

organizational change, leadership, organizational culture and effective
communication are independent variables to which their relation to be conceptualized
as follows.

Readiness to organizational Change: under this independent variable organizations

will be examined to which they were in place to establish sense of urgency or their

61
readiness to accomplish change and change management endeavors. Besides, the
effort of bureaus to words managing resistance to change that may arise from
employees.

Change Leadership as independent variable, the effort of leaders creating and

communicating vision will be assessed. Beside to this, to what extent organizational
system and infrastructures are availed to facilitate daily operation of the bureaus so as
to foster the effectiveness of change related organizational affaires.

FIGURE-2.3

CONCEPTUAL FRAMEWORK

(IV)
Readiness of organization to Change:
 Establishing sense of urgency/readiness
 Managing change resistance

Leadership: (DV)
 Creating and communicating Vision
 System /change infrastructure and Operation Effective
change
management
Organizational culture/culture change
 Creating and managing culture

Effective Communication
Source: Researcher own customization, 2016

Organizational culture/culture change is among the independent variables

portrayed in the conceptual framework of the research. Within this variable, the
extent to which managing and creating organizational culture is going in line with
fostering the effectiveness of change management activities in the regional bureaus.

62
Effective Communication is also independent variables that will be observed its
extent and interrelation with the dependent variables of the research.

Effective change management is the dependent variable of the research. The extent
to which organizations are accomplishing change management operations within and
across bureau, and clusters will be explained by using models. In addition, the effect
and the effect size of independent variables to affect or contribute to the dependent
variables will also be explained in line with research hypothesis.
Finally, the extent of challenges to affect the effectiveness of change management
will be described within the bureaus and clusters of the regional bureaus.

63
 Chapter Three
Research Methodologies
Introduction
This chapter describes methodology by which the research is conducted, which
encompasses; research design, target population, types and sources of data, data
collection techniques and instruments, evaluation of data collection instruments,
sampling procedures and techniques and data analysis.

3.1. Description of Study Area

Benishangul-Gumuz Regional State is one of the nine regional states that
are established in 1994 by existing constitution of Ethiopia . The BGRS is
located in North West of Ethiopia. It shares common border with Amhara Reginal
State in North and North East, with Oromiya Regional State in the South East and
South, with the Sudan Republic and South Sudan in West. The region is suited
between 090 17" latitude and 120 06" longitudes, the total surface area of the region is
50,381 square kilometers, which accounts 4.48% of the total land area of the country
(BGRSEPLUAB, 2015:2). The region is divided in to 3 administrative zones, 19
Woredas, 1 city administration, 1 special woreda and 475 kebeles. The capital city,
Asossa is located at 670Km from Addis Ababa .The region’s maximum and
minimum temperatures ranges from 22-330c and 10-150c respectively. The
rainy season starts from March extend to October with 400 mm to 1000 mm
annual rainfall (BGRSGCAB, 2013:2). See fig 3.1.

The Ethiopian National Population and Housing Census data on population abstract
2014, the projected population in July 2015 was 1,005,000 (50.65% accounts males
and 49.35% are females). The ethnic proportion of the population consists five
indigenous groups, namely Berta (25.9%), Gumuz(21.3%), Boroshinasha
(7.5%), Mao(1.8%) and Komo(0.96%)(BGRSEPLUAB (2015, 2). The remaining
percentages of the population that figure 42.54% are other non-indigenous
people. In terms of religion, Muslims comprises (44.98%) and Christians
(47.43%). Within the Christians; Orthodox Christians accounts (33.3%) of
the population, Protestants and Catholic Christians form 13.3% and 0.61%
64
respectively. Traditional religion followers constitute about 7.09% of the total
population.

Population density of the region was 15.47 person/sq.km. The majority of population
(79.90%) is living in the rural area; whereas, 20.1% of the total population is live in
urban area. The region has suitable climate, enough water for irrigation and
wide fertile land to carry out agricultural activities. The region is also gifted
with natural resources, like minerals (gold, marble) and forest. However,
production and productivity in the rural area is increasing, people have not been
detached depending on rain-fed subsistence agriculture.

As indicated in book published by the Benishangul Gumuz Reginal State Government

Communication Affairs Bureau;“Fact about BGRS”, several socio-economic
activities have been going in comprehensive and progressive manner in line with the
regional Growth and Transformation Plan (GTP), namely education, health, water,
transportation, road network, communication, mineral resource, energy, investment ,
agriculture diversification, cultural development and unemployment rate reduction.

Though the region has been achieving progressive socio economic developmental
outcomes, the government believes that still far remain to go so as to address the
growing need of the society. To this end, implementation of reform programs in the
region is among the vital stands by which the government has been giving due
attention on. The government has been practicing numerous organizational reform
activities so as to make organizations transform in accomplishing organizational
mission economically, such as BPR, BSC, Citizen Charter, civil Service army, civil
service reforms, local governance decentralization, and justice sector reform are
among the reform activities that have been undertaken in the bureaus of the region
since 2004.

However, the efforts made toward the effectiveness of the reform packages in one or
another way they have not been effective as expected, which needs further
investigation in relation to factors affecting the effectiveness of reform
(organizational change) activities.

65
 Figure 3.1

Map of Benishangul Gumuz Reginal State

Source: Fact about Benishangul Gumuz, 2015, p.5

3.2. Research Design

Based up on the nature of the problem under the study descriptive and explanatory
research design was employed. This design was selected because of the potential to
explain the existing situation of change factors and dependent variable. Further, the
design also enabled the researcher to predict the relationship, direction and effect of
independent variables with the dependent variable. With regard to data collection,
the research was conducted by using mixed research technique. The technique could
help to improve the limitations of both qualitative and quantitative methods. In order to
attain the theme of the study, data were collected from bureau heads, process owners,

70
change agents, and employees in the regional bureaus of the region through
probability and non probability sampling techniques. This was taken as a vital support
and helps to manage the research activities in line with the proposed scope of the
research.

The research was conducted by using cross-sectional type of study by collecting data
from the respondents at a time. This was selected by the researcher to describe the
current and empirical situations and relationships of dependent and independent
variables under the study.

As the research follows mixed method of design, questionnaire, document review and
focus group discussion points were instruments used to collect the data from the
respondents, which helped to substantiate the collected data. Possible efforts were
made to adapt instruments in line with the designed conceptual model of the research.
To make the collected data relevant and reliable, data were processed in different
techniques such as coding, classifying, transformation and tabulating by using SPSS
(Statistical Package for Social Sciences) version 20 software and Micro Soft Excel.
Besides, test for the reliability, and normality of collected data were made by using
the soft ware so as to check the quality of data.

The relationship between dependent and independent variables were analyzed by

using descriptive and inferential statistical tests on the bases of research hypothesis.
Accordingly, demographic characteristics of respondents and other independent
variables were analyzed by using descriptive statistics first. Then Analysis Of
Variance (ANOVA), correlation and multiple regressions model (OLS) were used to
test for difference of means and test for statistical significance between dependent and
independent variables. This helped the researcher to draw valid conclusions and
recommendations to improve the effect of independent variables under the study.

71
3.3. Target Population

Currently, there are 33 regional government bureaus with a total of 3228.

Accordingly, leaders and employees working in 33 bureaus of the region were taken
as target population of which representative sample was drawn for the study.

3.4. Types and Sources of Data

Based on the nature and objectives of the research, two types of data were used in the
research process. Quantitative data that was collected through questionnaire is the
first type whereas qualitative data from document analysis and focus group discussion
were the second type of data used in the research process. Using these types of data
were helped the researcher to substantiate the comprehensiveness of data so as to
make valid inferences.

With regard to source of data, bureaus’ officials, work process owners,

organizational change agents, and employees of the bureaus were used as primary
source of quantitative data. However, reform consulting team in BGRSPHRDB and
Trainers and Management consultants in Management Institute (BGRSMI) were
primary source of qualitative data that was collected through discussion guidelines.
As per the type and source of data, researcher was capable to arrive at reliable
findings through triangulation of quantitative and qualitative data so as to achieve
research objectives. Since sources of data were facilitator as well as practitioner of
change in the bureaus, they were in place to provide practical information with regard
to the topic under the study.

3.5. Data Collection Techniques and Instruments

Based up on the views of the Kothari and Walliman idea of source and methods of
data collection, questionnaires and structured discussion guide were the methods by
which data were collected for analysis. Thus, all possible data were collected by the
researcher himself. This helped the researcher to collect data in responsible manner
and respondents were got an opportunities to get first hand orientation on the
72
objectives of the research to provide genuine information for the very success of the
research. The questionnaire and discussion guide were used as instrument to collect
data from the respondents.

Accordingly, questionnaire having 71 items was adopted in line with developed

conceptual frame work from the work of different scholars (annex-two). This option
was employed by the researcher due to the access to get literature regarding change
management and practical experience of the researcher on organizational change
management activities. Hence, 10, 21, 12, 7, 7, and 14 items to assess motivation of
organizational change, leadership, culture, communication, effectiveness, and
challenges to change management in the bureaus were adopted respectively. The
questionnaire was adopted in interval measurement involving the assignment
numbers (five point likert scale. Discussion guide having 7 items was developed as
per the designed research questions by the researcher.

3.6. Evaluation of Data Collection Instruments

Data collecting instruments were evaluated to ensure the quality of data. Based up on
this, test for reliability was tested by using SPSS.

3.6.1. Test for Reliability

To evaluate the extent of a measure to which the results are consistent over time and
an accurate representation of the total population under study, the value of
Cronbach’s alpha, α, was used, which is the most common measure of scale
reliability. The Cronbach’s alpha, α, coefficient calculate the reliability of items
that can lie between 0 and 1. Within the range value of α; <0.60, 0.80-0.90 and >0.90
fall in unacceptably low, high and very high degree of reliability of the items
respectively (Cohen, Manion & Morrison, 2007:506). Based up on these notions,
pilot test was made by taking 50 respondents randomly from the already selected
target. Following this, data were processed by SPSS. The output of the results related
to the variables under the study was presented under Table 3.1.

73
 Table-3.1
Reliability Statistics
No. Cronbach's N of
No. variables
Respondents Alpha Items
1 Motivation/Readiness to Change 50 .922 10
2 Change Communication 50 .862 7
3 Change Leadership 50 .938 21
4 Organizational Culture 50 .925 12
5 Change management Effectiveness 50 .931 7
6 Challenges of Change management 50 .950 14
Overall Variables 50 .980 71
Source: on survey 2017

SPSS output on reliability statistics to each variable illustrated in table- 3.1 show that
five variables; organizational motivation/readiness to change, change leadership,
organizational culture, change management effectiveness, and challenges of change
management having 64 items, alpha value greater than 0.90, which is closer to 1 show
that the items are very highly reliable. Whereas, one variable , which is organizational
change communication having 7 items results alpha value between 0.80 and 0.90
show that the items are highly reliable and the overall variables having 71 items alpha
value, which is greater than 0.90 .

From the reliability statistics result, one can argue that the adopted items to the study
have an acceptable level of internal reliability, which helps to collect reliable data for
the study. In addition, items in the variables can be applicable for similar study by
different scholars.

3.6.2. Test for Validity

In order to secure the extent to which the instruments are able to reflect the
meaningful inferences to the total population, precaution should be taken in to
consideration to validate whether the research truly measures the intended results
(Creswell, 2009: 235, & Field, 2009:678). Inline of this idea, the researcher made due
attention from the beginning up to the end of the research process.

74
Hence; careful adoption of instruments from related literature, reasonable sample size
and composition by using sampling techniques that provide relatively larger size, and
supporting the coding, analysis and interpretation data by acceptable statistical tools
were among the techniques used by the researcher to improve the validity of the
instruments.

In addition, focused group discussion with six change consultants and trainers, and
document analysis were made to substantiate the quantitative data through
triangulation. Conducting the discussion as per the schedule of the target groups were
among the approaches employed by the researcher to gather appropriate data to draw
sound inferences based on data collected through instruments. Furthermore, ethical
considerations during sampling bureaus and respondents, data coding, analysis and
interpretation were made again to strengthen the validity level of the inferences.

3.7. Sampling Procedures and Techniques

Of sampling techniques, probability sampling to respondents to fill questionnaires and

non probability sampling to respondents for focus group discussion were used
accordingly. The first technique was selected to give equal chance to respondents to
be part of the study. The latter benefit the researcher to get relevant data from
respondents to arrive at better generalization at reasonable time and cost. Therefore,
sampling procedures empoyed to select bureaus and respondents were described
below.

3.7.1. Bureaus

Recently, there are 33 bureaus in the region, which are classified under three clusters;
9, 14, and 10 bureaus under Justice and Administrative Sector (JAS), Finance and
Economic Development Sectors (FEDS), and Social and Capacity Building Sectors
(SCBS) respectively (Annex One). Of the 33 bureaus 18(55%) was selected as a
sample of the study by using stratified random sampling method. Since the size to be

75
selected was more than half of the total bureaus, the data collected from the sample
helped the researcher to draw representative generalization.

While using stratified sampling, proportion of items to be selected in the strata should
be taken into account (Kothari, 2004:63). Hence, the sample size from stratum was
calculated as follows:

( )
= ∗ ( )

Source: derived from (Kothari, 2004:63)

Where: -is sample size to be drawn from a stratum ( )
N- is total number of bureaus to be selected as a sample from the target
population
- is total number of bureaus in each stratum
-is total number of bureaus in the region so that:
= + + = (9 + 14 + 10) = 33
Based up on the derived formula:

= ∗ = 18 ∗ = 4.909~5

= ∗ = 18 ∗ = 7.63~8

= ∗ = 18 ∗ = 5.45~5

From the above computation, 5 from each JAS and SCBS and 8 from FEDS bureaus
were selected as a sample by using simple random sampling techniques from three
strata. Since it was selected proportionally it was helpful to generalize the findings to
the total population (See table-3.2).

76
 Table-3.2
Lists of Regional Bureaus (Sample Frame)
Sampled Bureaus no. of sample
No work force taken
(N) (pn)
1 Regional Council* 68 12
2 Justice Bureau* 96 17
3 Prison Administration commission* 43 8
4 General Audit* 100 18
5 Ethics & Anti Corruption commission* 84 15
6 Technical, vocational & and SIED bureau** 86 15
7 Urban development and construction bureau** 84 15
8 Trade, transport and industry bureau** 125 22
9 Revenue and custom authority** 84 15
10 Environmental protection and land administration bureau** 96 17
11 Bureau of Finance and Economic Development** 171 29
12 Rural road authority** 97 17
13 Agriculture and rural development bureau** 167 29
14 Education Bureau*** 143 25
15 Communication Affairs bureau*** 92 16
16 Management Institute*** 73 13
17 Public Service and HRD bureau*** 117 20
18 Health Bureau*** 159 27
Total (NT) 1885 330
Note: * is JAS, ** is FEDS & *** is SCBS
Source: on survey 2017

3.7.2. Respondents

This was the second procedure to determine sample size that followed by the
researcher. Accordingly, proportional size of respondents was selected by using
probable and non probable sampling techniques. Bureaus’ heads, process owners,
change agents, and trainers were selected purposively from each bureau in sampled
stratum. Since the respondents are responsible to plan, implement, evaluate, consult
change and change management activities in bureaus. Thus, selecting them
purposively was help to get relevant information to draw inferences.

However, the sample size of employees from each sampled bureau was selected by
using simple random sampling techniques. This could give equal chance to

77
employees to be included in the research process. The actual size of employees to be
selected from each bureau was determined by proportional sampling procedures.

Therefore, to select proportional sample size, the researcher was followed two stages.
Stage one: Determining the total sample size to be selected from 18 bureaus. Taro
Yemen’s (1970) as cited by Frank and Christine (2016:230) is used to determine the
sample size to be included in social science research. This formula was selected by
the researcher due to its simplicity and applied in recent social science researches.
Besides to simplicity it provides larger sample size from a given population as
compared to formula determined by Watson (2001) and Kothari (2004) (see annex
three).

n = (N/ (1+Ne2))
Where: n is total sample size of the research from the three stratums,
N is total work force of the sampled bureaus which is 1885(see table-4)
e is the percent of defect or margin of error usually 5%(0.05)

n= = = 329.98~330
∗.

From the above calculation 330 respondents were selected as sample from the
population.

Stage two: determining proportional sample size from each bureau. Once total sample
size to be drawn was determined under stage one above, proportional stratified
sample size determination formula mentioned by Kothari (2004:63) was used to draw
actual sample size from each bureau’s of the stratum.

= ∗

Source: adapted from (Kothari, 2004:63)

Where: is sample size to be drawn from a given bureau’s., is total sample size
determined by Ymane’s formula, is total number of work force in sampled bureau,
and is the total number of work force in sampled bureaus

78
Therefore, by using the formula given in the above total sample size of 330
respondents was selected as a sample from sampled bureaus proportionally (see table-
2) and detail on annex-4.

3.8. Data Analysis Techniques

Based on the nature of the research variables and experience of the researcher in
statistical analysis, descriptive, inferential and qualitative analyses were used in the
research process. This unfold to have comprehensive and summarized analysis to
enrich the validity of the findings to draw inferences.

In conjunction to demographic profiles of respondents; sex, age, job assignment,

service year, and academic level of respondents were analyzed by using descriptive
statistics to elucidate about the respondents from the summarized data. Beside, items
in dependent and independent variables were analyzed by using descriptive statics.
Accordingly, mean and standard deviation were used to describe to summarize
responses in concise table. To make interpretations easy and clear, the mean score
was converted to percentage score using the percentage formula developed by Rao
and Abraham (1986:75). Percentage score = (Mean score-1)*25; this assumes that
a score of 1 represents 0%; 2 represents 25%; 3 represents 50%, 4 represents 75%
and 5 represents 100%. Thus, percentage score indicates the degree to which the
particular variable exists in the study area out of 100. Furthermore, graphical
presentation of descriptive data was employed where it was appropriate.

On the other hand, inferential analysis: Analysis of Variance (ANOVA), correlation

and regression model were used by the researcher to test research hypothesis. Thus, a
one -way ANOVA was used to infer whether there exist a significant difference
among the degree of factors affecting the effectiveness of change management across
bureaus and sectors or not. However, correlation analyses were used to find out the
relationship between overall organizational change management effectiveness and
factors affecting the effectiveness of change management. With regard to the effect of
Independent Variables (IV) on Dependent Variable (DV),
79
multiple leaner regression model (OLS) was used. This portrays the effect level of
each factor (IV) on dependent variable.

Model to be used for multiple linear regressions is described here under:

): = + + + + +
Where: Y is DV (effectiveness of change management),
Is constant amount or intercept
β1 is coefficient of Motivating organizational change (X1)
β2 is coefficient of Change leadership (X2),
β3 is coefficient of Organizational culture (X3)
β4 is coefficient of organizational communication(X4) and
ε0 is noise or error term.

Adapted from HIiton.,Brownlow, McMurray, and Cozens, 2004)

80
 Chapter Four
Data Analysis and Discussion
Introduction
This chapter encompasses three sections. Descriptive and inferential data analyses are
presented in the first session. Discussion and interpretation of results in line with local
and international research findings are thoroughly described under the second section.
Limitation of the study is explained under the last session.

4.1. Data Analysis

Under this sub title collected data were presented in two broad category of analysis.
Descriptive analysis; frequencies, percentage, cross tabulation, one sample t-test,
mean and standard deviation were employed by using statistical software under the
first sub title. Whereas testing hypothesis, variance of means and correlation of
variables were employed under the sub title of inferential statistics, which is the
second category of the analysis.

Qualitative data gathered through discussion and document analysis were analyzed
accordingly. Furthermore, graphical presentation was used to make easy and
attractive to readers as well.

4.1.1. Descriptive Analysis

Under this category rate of returned instruments, cross tabulation of demographic

characteristics of respondents, dependent variables, which is the effectiveness of
change management and independent variables such as organizational readiness to
change, organizational communication that foster change, leadership elements related
to change management endeavors and organizational culture were analyzed.

In addition, challenges that affect the existing change management practices were
described accordingly.

81
4.1.1.1. Response Rate
Table – 4.1
Rate Of Returned Questionnaire
no. of Questionnaires
sample
work Coll Rate
No. Sampled Bureaus taken Distrib
force ecte in
(Pn) uted
(N) d ( %)
1 Regional Council
68 12 12 10 83.3
2 Justice Bureau 96 17 17 17 100.0
3 Prison Administration commission
43 8 8 7 87.5
4 General Audit
100 18 18 18 100.0
5 Ethics & Anti Corruption commission
84 15 15 15 100.0
6 Technical, vocational & and SIED
86 15 15 15 100.0
7 Urban development and construction 84 15 15 14 93.3
8 Trade, transport and industry
125 22 22 22 100.0
9 Revenue and custom authority
84 15 15 15 100.0
10 Environmental protection and land administration 96 17 17 15 88.2
11 Bureau of Finance and Economic Development 171 29 29 29 100.0
12 Rural road authority 97 17 17 16 94.1
13 Agriculture and rural development 167 29 29 27 93.1
14 Education
143 25 25 24 96.0
15 Communication Affairs 92 16 16 15 93.8
16 Management Institute
73 13 13 13 100.0
17 Public Service and HRD
117 20 20 20 100.0
18 Health 159 27 27 26 96.3
Total (NT) 1885 330 330 318 96.4
Source: on survey 2017

As could be seen in Table-4.1, out of the 330 (100%) copies of questionnaire

distributed to the identified sample employees selected from 18 bureaus of the region,
318 (96.4%) were retrieved, which were used for this study. As shown in the table,
from 9 bureaus all of the distributed questionnaires were returned. However,
10(83.3%), 7(87.5%), and 15(88.2%) were the least amount of returned questionnaire
from bureaus namely Regional Council, Prison Administration commission and
Environmental protection and land administration respectively. From this return rate

82
one can deduce that the findings were easy to be generalized to the target
population.

4.1.1.2. Demographic Characteristics

Table-4.2
Name of Bureau * Sex of Respondents Cross Tabulation
Sex of
Name of Bureau Respondents Total Percentage
No. Male Female (%)
1 Regional Council 7 3 10 3.14
2 Justice 6 11 17 5.35
3 Prison Administration commission 6 1 7 2.20
4 General Audit 15 3 18 5.66
5 Ethics & Anti Corruption commission 13 2 15 4.72
6 Technical, vocational & and SIED 13 2 15 4.72
7 Urban development and construction 8 6 14 4.40
8 Trade, transport and industry 13 9 22 6.92
9 Revenue and custom authority 8 7 15 4.72
10 Environmental protection and land administration 11 4 15 4.72
11 Finance and Economic Development 19 10 29 9.12
12 Rural road authority 13 3 16 5.03
13 Agriculture and rural development bureau 20 7 27 8.49
14 Education 16 8 24 7.55
15 Communication Affairs 14 1 15 4.72
16 Management Institute 12 1 13 4.09
17 Public Service and HRD 14 6 20 6.29
18 Health 19 7 26 8.18
Total 227 91 318 100.00
Percentage (%) 71.38 28.62 100
Source: on survey 2017

In table 4.2 above, name of bureaus and sex of respondents cross tabulation is shown.
Of 318 (100%) respondents 227(71.38%) and 91(28.62%) were male and females
respectively. From this data it is possible to infer that the participation of females in
government structure seems need special attention. Further illustration is portrayed on
4.3 below.

83
 Table-4.3
Sectors of Bureau * Sex of Respondents Cross Tabulation

Sectors of Bureau Sex of Respondents Percentage

Male Female Total (%)
JAS 47 20 67 21.07
FEDS 105 48 153 48.11
SCBS 75 23 98 30.82
Total 227 91 318 100.00
Percentage (%) 71.38 28.62 100
Source: on survey 2017

In table 4.3 above, Cross tabulation of sex and sectors of bureaus and proportion of
respondents by graphical presentation were displayed respectively. The presentation
depict that 67(21%), 153(48%) and 98(31%) of respondents were found to participate
in the study from JAS, FEDS and SCBS sectors (clusters) of the bureaus.

As can be seen from the analysis, the involvement of females from FEDS in number was
greater than the other two sectors in the study. This may depict that the ideas of females
from FEDS were incorporated more than the other two sectors to describe the existing
status of change management in the region.

84
 Table-4.4
Demographic Characteristics of
Respondents * Sex of Respondents Cross Tabulation
Sex of
Respondents Percentage
No. Demographic Variables Total
(%)
Male Female
Bureau head 4 1 5 1.57
Process director 52 9 61 19.18
1 Designation Expert/employee 138 68 206 64.78
Change agent/advisor 33 13 46 14.47
Total 227 91 318 100.00
under diploma 0 6 6 1.89
Diploma/level IV 15 6 21 6.60
Level of Degree 158 66 224
2 70.44
Education
Master and above 54 13 67 21.07
Total 227 91 318 100.00
18-25 42 15 57 17.92
26-35 85 43 128 40.25
Age category 36-43 80 31 111 34.91
3
in Years 44-51 16 2 18 5.66
52-60 4 3 0.94
Total 227 91 318 100.00
1-10 158 70 228 71.70
11-20 51 20 71 22.33
Service in 21-30 16 1 17
4 5.35
Years
31-42 2 2 0.63
Total 227 91 318 100.00
Source: on survey 2017

In table 4.4 above, four demographic characteristics; designation, level of education,

age and service years of respondents were cross tabulated. With regard to the
composition of respondents on the bases of designation, of 318(100%) respondents,
5(1.57%), 61 (19.18%), 206(64.78%) and 46(14.47%) were bureau head, process
directors, employees and change agents respectively. From this analysis it is possible
to pin out the existing practices and status of change management tools in the region
since most of respondents were active participants in executing change management
endeavors.
85
Distribution based on education level of participants, revealed that majority of them
hold first degrees and above 291(91.51%). The remaining respondents, which
accounts 6(1.89%) and 21(6.6%) were qualified to under diploma and diploma
respectively. This education level of the respondents may supplement the research
enable to get rational and generalizable data to draw genuine research inferences.
The demographic variable distribution according to age category revealed a higher
preponderance of participants within 18-43yrs age bracket with 297(93.4%) while the
least fall within 44-60yrs category that accounts 21 (6.6%) of the respondents.
Finally, the distribution of respondents based on their length of service revealed that
majority of them 228 (71.7 %%) fall within 1-10 yrs of employment relationship with
their organization, followed by 71(22.33%) found within 11-20 and 19(5.98%) within
21-42 yrs of employment consecutively. From the age and service years of
respondents, most of the respondents were found under the productive age and have
an experience in change management activities in the region. This may enable to get
reliable data to arrive at better generalization.

4.1.1.3. Descriptive Analysis of Variables

Table-4.5
Organizational Readiness to Change
Std.
Items N Mean
No. Deviation
1 The bureau help employees to understand the need for change 318 2.23 .970
2 The bureau has change agents to facilitate change activities 318 2.15 .908
3 Employees have necessary resources to execute change activities of 318 3.31 1.125
the bureau.
4 The bureau has success indicators for change agreed by employees. 318 2.97 1.087
5 The bureau ensures change efforts measured regularly. 318 3.29 1.188
6 Employees are fully involved in the process of change in the 318 2.87 1.234
bureau
7 The management of the bureau walks what they talk on change 318 2.91 1.142
issues.
8 The bureau provides training driven by change to employees 318 3.29 1.188
9 The bureau ensures employees to get help during times of 318 2.87 1.234
uncertainty or confusion.
10 Employees are clear about the overall objectives of change in the 318 2.91 1.142
bureau
Overall Organizational Readiness and Motivation to Change 318 2.88 .5595
86
 Source: on survey 2017

In table 4.5 above, respondents were requested about organizational readiness or

motivation to change by using ten items. Of the items, only three; employees have
necessary resources to execute change activities of the bureau, the bureau ensures
change efforts measured regularly and the bureau provides training driven by change
to employees valued mean score above the average 3(50%), which are 3.31(57.8%),
3.29(57.3%) and 3.29(57.3%) with corresponding Std. Deviation (SD) score of 1.125,
1.188 and 1.188 respectively. This reveals high level of respondents’ affirmation on
those items.

In addition, the table depicts five items such as: the bureau has success indicators for
change agreed by employees, employees are clear about the overall objectives of
change and the management of the bureau walks what they talk on change issues,
ensuring employees to get help during times of uncertainty or confusion, and
employees are fully involved in the process of change were valued mean score near to
the average 3(50%), which are 2.97(49.3%), 2.91 (47.8%) and 2.87(46.8%) with
corresponding SD of 1.087, 1.142 and 1.234 respectively.

However, as could be seen in the table, respondents reveal that organizations were in
place to respond a bet far from the expected average 3(50%) with regard to helping
employees to understand the need for change 2.23(30.8%). With regard to practical
presence of change agents that facilitate change activities in the bureaus also scored
below the expected average 2.15(28.8%) with relative same SD score of 0.970 and
0.908 respectively. Similarly, it has been supported by the idea reflected by
consultants during focus group discuss that though assigning change agent in the
regional bureaus were among the effectively implemented change management
activities, physical prescience of change agents in some bureaus were found nominal.

In general, respondents revealed that the bureaus in the region were in place to be
ready to the prevailing change management activities near to the expected average
2.88(47%) with small sore of SD(0.5595). This may infer that respondents’ assertion

87
towards organizational readiness to change in the region found below the expected
average.

Table-4.6
Organizational Change Communication
Items Std.
No. N Mean Deviation
1 Management of the bureau communicates change 318 3.19 1.148
efforts regularly.
2 The bureau has planned to communicate change 318 2.40 1.228
effort.
3 The bureau explained the reason of change 318 2.76 1.181
activities to concerned party
4 Change issues are communicated according to the 318 2.80 1.309
audience’s needs attitudes, knowledge level, and
so forth in the bureau
5 Change issues are communicated in an Ongoing 318 2.58 1.275
Process.
6 Communication activities ensured what changes 318 2.97 1.087
mean for each individual.
7 The bureau uses different channels to 318 2.53 1.049
communicate the outcome and consequences of
change efforts.
Overall Organizational Change Communication 318 2.75 .6045
Source: on survey 2017

In table 4.6 above and, respondents described about organizational change

communication through seven items. Of the items only one, which is management of
the bureau communicates change efforts regularly was described at a mean score
value above the expected average 3.19(54.8%) with SD (1.148).

The table also show that three items; communication activities ensured what changes
mean for each individual 2.97(49.3%), change issues are communicated according to
the audience’s needs attitudes, knowledge level, and so forth in the bureau 2.80(45%)
and the bureau explained the reason of change activities to concerned party 2.76
(44%) revealed the organizations are in place to communicate change efforts almost
near to the expected average and with corresponding similar SD sore of 1.087, 1.309
and 1.181 respectively.
88
On the other hand, respondents reveal that organizations were scored a mean value
below the expected average 3(50%) and relatively nearest SD, which are Change
issues are communicated in an Ongoing Process 2.58(39.5%) with SD score 1.275,
The bureau uses different channels to communicate the outcome and consequences of
change efforts 2.53(38.3%) with SD score 1.049 and the bureau has planned to
communicate change effort 2.4(35%) with SD score 1.228. Graphic representation is
shown below.

In sum, respondents revealed that the bureaus in the region were communicated their
change efforts far below the expected average 2.75(43.8%) with SD sore of (0.6045),
which indicates almost similar declaration to the overall items to describe
organizational change communication. This may depict that there were unsatisfactory
way of communicating change management activities in the region.

89
 Table-4.7
Organizational Leadership to Foster Change

Items Std.
No. N Mean Deviation
1 Leadership ensure Vision of the bureau is clear enough to employees to 318 3.34 1.167
help the change effort
2 Top management establishes strategic and motivational vision. 318 2.30 1.127
3 Change strategies of the bureau aligned with its vision; 318 2.96 1.103
4 Vision of the bureau is well communicated to the community. 318 2.53 1.049
5 Management of the bureau reinforce the vision through words and actions 318 2.53 1.049
6 Existing systems of the bureau capable to execute targets of change. 318 2.96 1.103
7 Leadership ensures Systems of the bureau facilitate change strategy to turn 318 2.10 1.000
into daily operations.
8 Top management establish standard of practices to realize change in the 318 2.02 1.086
bureau
9 Leadership establish standard framework for building change strategy in 318 3.39 .949
the bureau
10 Leadership ensures standard change governance, including roles, team 318 2.80 1.309
charters, and decision making procedures
11 Leadership ensures standard conditions for success and ways of measuring 318 2.58 1.275
success in the bureau
12 Leadership establishes standards for change communication plans and 318 2.97 1.087
stakeholder engagement strategies
13 Leadership set expectations from employees and methods for rapid course 318 3.34 1.164
of correction
14 Management establishes change leadership competencies development 318 3.31 .967
programs in the bureau
15 There are roster of best practices in change management activities in 318 3.29 1.188
your bureau
16 Leadership ensures change support mechanisms for communications, 318 2.96 1.103
feedback, and information management, such as intranet etc.
17 Recognizes and reward employees involved in the improvements. 318 2.66 1.016
18 Leadership allocate resources to foster change activities in the bureau 318 2.68 1.071
19 Leadership ensure employees to capture and share knowledge on change 318 2.68 1.049
endeavors
20 The existing system of the bureau is fully aligned with intended change 318 2.76 .930
effort.
21 Day to day operations of the bureau supports the change direction of the 318 2.74 1.134
bureau
Overall Change Leadership 318 2.81 .4441
Source: on survey 2017

Table 4.7 above shows the descriptive analysis for the measures of organizational
change leadership, which contains 21 items. These items are classified into four
categories to ease analysis and understanding. The first category contain five items
such as leadership establish standard framework for building change strategy in the
90
bureau 3.39(59.8%), leadership ensure vision of the bureau is clear enough to
employees to help the change effort and setting expectations from employees and
methods for rapid course of correction 3.34(58.5%), establishing change leadership
competencies development programs 3.31(57.8%) and availing roster on best
practices in change management activities in your bureau 3.29 (57.3%) were valued
above the expected mean score 3(50%)with SD sore of 0.949, 1.67, 1.164, 0.967 and
1.188 respectively.

The second category contains four items; leadership establishes standards for change
communication plans and stakeholder engagement strategies; change strategies of the
bureau aligned with its vision; leadership ensures change support mechanisms for
communications; feedback, and information management, such as intranet etc and
existing systems of the bureau capable to execute targets of change were valued
almost near to the expected mean sore within the range of 2.96-2.97(49% -49.3% )
with associated SD sore range from 1.087 to 1.103.

The third category contains six items; ensuring standard change governance,
including roles, team charters, and decision making procedures 2.80(45%), aligning
the existing system with intended change effort 2.76(44%), supporting the change
direction of the bureau in line with day to day operation, 2.74(43.5%), allocation of
resources to foster change activities in the bureau,2.68(42%),recognizes and reward
employees involved in the improvements 2.68(42%) and ensuring employees to
capture and share knowledge on change endeavors 2.68(42%) were scored value far
from the expected mean score 3(50%) with associated SD score of 1.309, 0.930,
1.134, 1.016, and 1.049 respectively.

The last category of items with regard to change leadership; ensuring standard
conditions for success and ways of measuring success in the bureau 2.58(39.5%),
communicating vision to the community 2.53(38.3%), reinforcing the vision through
words and action 2.53(38.3%), establishing strategic and motivational vision.
2.30(32.5%), ensuring Systems of the bureau facilitate change strategy to turn into

91
daily operations. 2.10(27.5%) and establishing standard of practices to realize change
in the bureau 2.02(25.5%), were scored very far to the left of the expected mean
percentage 3(50%) with almost similar SD score lied between 1.000 and 1.275.

In general, respondents revealed that change leadership in the study area were valued
almost below the expected mean sore 2.83(43.8%) to foster change management
activities with SD sore less than 0.5 (0.4441), which indicates respondents were in
same side argument to the overall efforts of leadership on organizational change
management activities.
On the other way of description, 21 items analyzed above are summarized in table
4.7, which are categorized under three basic dimensions of change leadership in line
with the VSO theory. Based on the VSO theory; respondents were measured 5, 11
and 6 items under dimensions of creating and communicating vision, organizational
change infrastructure and organizational system, and operating change in the
organization respectively.
Table-4.8
Dimensions of Change Leadership (VSO Theory)

Items Std.
No. N Mean Deviation
1 Creating and Communicating Vision 318 2.73 .6828
2 Organizational Change Infrastructure/System 318 2.88 .4730
3 Operating Change in the Organization 318 2.75 .7137
Overall Change Leadership 318 2.81 .4441
Source: on survey 2017

Table 4.8 shows summarized descriptive analysis on the three dimensions of change
leadership. The computation of creating and communicating vision dimension, which
contain five items scored lesser mean score 2.73(43.3%) with response dispersion
measure (0.6828) than operating organizational change activities with mean score and
SD measure of 2.75(43.8%) and 0.7137 respectively. However, respondents were
affirmed almost similarly below mean score far from expected average, which is less

92
than 44% on both dimensions to foster change management effectiveness through the
effort of organizational leadership.

With regard to the third dimension, which has 11 items with computed mean score
measures 2.88(47%) with least SD score (0.4730) revealed that it is still below the
expected average, which may indicates that organizational leadership were disposing
efforts to maintain organizational systems to be equipped with infrastructures to
facilitate change management activities better than other dimensions.

In sum, respondents testify that organizational leadership activities found to score

below to the expected average mean score of 2.81(45.3%). This may indicate that
there should have an effort to dispose by leaders so as to foster the role of leadership
towards the effectiveness of change management activities in the region.

93
 Table-4.9
Organizational Culture
Std.
Items
No. N Mean Deviation
1 Employees express their views and feelings in meetings freely. 318 3.31 .967
2 Employees and managers of this bureau do have trust on each 318 3.31 1.125
other
3 Employees trust each other in the bureau. 318 2.97 1.087
4 Employees are encouraged to take independent action to do their 318 3.29 1.188
job without having to wait for instructions from supervisors
5 Employees are encouraged to be innovative and to take risks 318 2.87 1.234
6 Employees are expected to show accuracy in delivering service. 318 2.91 1.142
7 The bureau focuses on results rather than the process to achieve 318 2.96 1.103
the outcome
8 Management decisions consider the effect of outcomes on 318 3.04 1.035
employees
9 The bureau encourage team work rather than individuals 318 3.07 1.047
10 Change activities of the bureau consider the inclusion of policies 318 3.15 .992
related to employees, customers, and stakeholders
11 Employees and managers of the bureau treat each other with 318 2.92 1.242
respect and dignity
12 The bureau sets highest standard of excellence to deliver its 318 2.91 1.147
mission
Overall Organizational Culture 318 3.06 .5906
Source: on survey 2017

In table 4.9 above respondents described about their organizational culture in line
with promoting the effectiveness of change management activities. Of 12 items in this
concern, 6 items; employees express their views and feelings in meetings freely
3.31(57.8%), employees and managers of this bureau do have trust on each other
3.31(57.8%), employees are encouraged to take independent action to do their job
without having to wait for instructions from supervisors 3.29(57.3%), change
94
activities of the bureau consider the inclusion of policies related to employees,
customers, and stakeholders 3.15(53.8%), The bureau encourage team work rather
than individuals 3.07(51.8%), management decisions consider the effect of outcomes
on employees 3.04 (51%) with SD score of .967, 1.125, 1.188,.992,1.047 and 1.035
were scored mean score above the expected average respectively.

On the other hand, respondents on the same table to six items; employees trust each
other in the bureau. 2.97(49.3%), the bureau focuses on results rather than the process
to achieve the outcome 2.96(49%), employees and managers of the bureau treat each
other with respect and dignity 2.92(48%), employees are expected to show accuracy
in delivering service. 2.91(47.8%), the bureau sets highest standard of excellence to
deliver its mission 2.91(47.8%) and employees are encouraged to be innovative and
to take risks 2.87(46.75%) were asserted to measure near to expected average mean
score with SD range of 1.087-1.242.

In general, the computed value of overall organizational culture related to change

management issues in the study area measures mean sore 3.06(51.5%) and SD
(.5906), which is above the expected average score with minimum deviation from the
mean value of the population among respondents. This may portray that respondents
reflect almost similar felling with regard to the prevailing organizational culture of
the region.

95
 Table 4.10
Change Management Effectiveness
No. Items N Mean Std.

1 The bureau has moved to the desired state of change. 318 3.39 Deviation
.949
2 The bureau in the desired state of change meets 318 2.80 1.309
expectations (i.e., it works as planned).
3 The bureau accomplished change activities without 318 2.58 1.275
undue cost to the bureau.
4 The bureau accomplished change activities without 318 2.97 1.087
undue cost to employees.
5 Employees deliver or exceed target levels of 318 3.34 1.164
performance on time and budget.
6 The change processes in the bureau maximize 318 3.31 .967
satisfaction of customer.
7 Stakeholders believe change capability of the bureau. 318 3.29 1.188
Overall Change management Effectiveness 318 3.10 .5892
Source: on survey 2017

Table 4.10 above shows the descriptive analysis for the measures of organizational
change management effectiveness, of the seven items; the bureau has moved to the
desired state of change 3.39(59.8%) with SD sore .949, employees deliver or exceed
target levels of performance on time and budget. 3.34(58.5%) with SD score 1.164,
the change processes in the bureau maximize satisfaction of customer 3.31(57.8%)
with SD score .967 and stakeholders believe change capability of the bureau
3.29(57.3%) with SD score 1.188 were depicted by respondents above the expected
average mean score and a relative similar dispersion around the mean score of the
population.

In the same table, respondents reveal that the accomplishment of change management
activities to alleviate unnecessary cost of employees and the extent of organization to

96
meet the desired state of change as per the expectation valued as near to the expected
average mean score 2.97(49.3%) with SD measure of 1.087.

Beside to this, respondents argued that 2.80(45%) with SD score 1.309. nearly, the
mean score of bureaus to accomplish change activities without undue cost to the
bureau were found far from the average mean score with relatively similar SD
scores of other items described above, which are 2.58(39.5%) and 1.275 respectively.

However, the computed value of overall change management effectiveness was

depicted at a level of mean sore 3.10(52.5%) and SD (.5892), which is above the
expected average score with minimum deviation from the mean value of the
population among respondents. Change consultants of the region also confirmed that
though the levels of change management effectiveness in most bureaus were
promising, the effectiveness of overall change management efforts in the region till
found at infant stage. This impart about that respondents reflection toward items in
the variable were same in cumulatively term.

Table-4.11
One Sample T-Test of Change Factors
Std. Test Value = 3
Std.
Change Factors N Mean Error Sig. (2-
Deviation t df
Mean tailed)
Readiness to change 318 2.88 .5595 .0314 -3.828 317 .000
Change communication 318 2.75 .6045 .0339 -7.421 317 .000
Change leadership 318 2.81 .4441 .0249 -7.823 317 .000
Organizational culture 318 3.06 .5906 .0331 1.741 317 .083
Overall change factors 318 2.87 .4081 .0229 -5.560 317 .000
Source: on survey 2017

Table 4.11 shows descriptive statistic and a test for the difference in sample mean
from the hypothesized mean of change factors of the study; readiness to change,
change communication, change leadership, and organizational culture.

97
In the table, Change factors; change communication and change leadership were
valued far to the left of the expected average mean score of 2.75(43.8%) and
2.81(45.3%) respectively. In some instant, mean score of readiness of to change
appeared to score near to the expected average, which is 2.88(47%). However, only
organizational culture among the change factors was avowed by the respondents near
to the expected mean score to the right 3.06(51.5%).
In the same table, the difference in sample mean statistics depict that change factors;
readiness, change communication, change leadership and overall factors affecting
change management effectiveness in the bureaus were found below the expected
average 3(50%) significantly at ℎ 0.05, ℎ ℎ 0.000.
Supporting to this result, lack leadership commitment expressed in terms of
monitoring and evaluation, allocating resources, supporting and coaching employees,
motivating and empowering employees were among the major change factor in the
region. Furthermore, the result of focus group discussion olso depict that lack of
leadership commitment and up to date training on change management issues were
the bottlenecks change factors to affect regional effectiveness in managing change.

Nevertheless, though the mean score of organizational culture get mean score above
the expected average 3.06(51.5 %), it is not significantly different from the expected
average at ℎ 0.05, ℎ ℎ 0.083.

98
 Table-4.12
Challenges to Change Management
Std.
Items N Mean
Deviation
Employees understanding about the need for change 318 3.31 .9666
Support from leaders on change activities 318 3.31 1.1253
Resources to execute change activities. 318 3.46 .9744
Communication of change effort in the organization 318 4.13 .8600
Trust between Employees and managers 318 3.30 1.0695
Employees empowerment to make decisions independently 318 3.28 1.0546
Clarity of responsibilities and accountability 318 3.08 1.0608
Clarity of organizational Vision 318 3.40 1.0272
Alignment change strategies of the organization with its vision; 318 3.37 .9896
Organizational structure 318 3.43 .9792
Standard practices for creating change in the bureau 318 3.41 .9836
Leadership competencies development programs in the 318 3.47 .9714
Efforts to scale up roster of best practices in change management 318 3.49 .9322
activities
Recognition and rewards to employees involved in the 318 3.34 1.1642
improvements.
Overall Challenges to Change management 318 3.41 .4780
Source: on survey 2017

Table 4.12 above shows the descriptive analysis for the measures of 14 items, with
regard to challenges to the effectiveness of organizational change management. All
of the items valued to challenge the effectiveness of change management, which is
above the expected average from the minimum score of 3.08(52%) valued to absence
of clear responsibilities and accountability and to the maximum score to poor
communication of change effort in the organization 4.13(78.3%) in general.

Specifically; lack of efforts to scale up roster of best practices 3.49(62.3%), lack of

leadership development programs 3.47(61.8%), lack of resources t 3.46(61.5%), poor
99
organizational structure3.43 (60.8%), lack of standard’s of practices 3.41(60.3%) and
lack of clarity on organizational vision 3.40(60.0%), poor alignment change
strategies of the organization with its vision 3.37(59.3%),poor recognition and
rewards to employees involved in the improvements 3.34(58.5), lack of employees
understanding about the need for change 3.31(57.8%), lack of support from leaders
on change activities 3.31(57.8%) lack of trust between employees and managers
3.30(57.5%) and lack of employees empowerment to make decisions independently
3.28(57.0%) were items being considered as challenge to influence the effectiveness
of change management in the bureaus as listed next to poor communication
consecutively.

In general, respondents revealed that the effectiveness of change management in the

study area were challenged by variables listed in the table beyond the expected
average score of 3.41(60.3%) with SD measures 1.1642. This indicate that
respondents were affirmed to rate the level of challenges affecting the effectiveness of
the topic under study almost similarly, which is negatively skewed along normal
curve distribution to the right.

Table-4.13
Dimensions of Challenges to Change Management
Std.
Items N Mean
Deviation
Challenges to Motivation and Readiness 318 3.36 .6502
Challenges to communication 318 4.13 .8600
Challenges to leadership Commitment 318 3.42 .5227
Challenges to organizational Culture 318 3.22 .8751
Overall Challenges to Change management 318 3.41 .4780
Source: on survey 2017

Table 4.13 shows summarized descriptive analysis on the four dimensions of

challenges to impede the effectiveness of change management in the study area.

100
Computation on all of the dimensions; organizational culture, motivation and
readiness to change, leadership commitment and communicating change
management activities were valued above the expected mean score 3.22 (55.6%),
3.36 (59.0%), 3.42 (60.4%) and 4.13 (78.3%) respectively with all relatively similar
score of SD, which is between 0.5228 and 0.8752.
Summarized result depict that organizational communication get outweighing
challenge to affect the effectiveness of change management effectiveness whereas the
culture of organizations to foster change management comes least challenge to hinder
organizational change than other described challenges. Therefore, this may depict that
communicating change effort in the bureaus of the region should have to be taken as
vital components to make effectiveness of change management activities in the
region.

4.1.2. Inferential Analysis and Hypothesis Testing

As described in the research design and methodology part of this research, under this
sub title correlation, ANOVA and ordinary least square (OLS) used to analyze the
variance of means related to the variables.

4.1.2.1. Correlation

In this sub title, the value of Pearson’s correlation analysis between dependent and
independent variable was analyzed. The degree of relationship, effect size and
coefficient determination of variables also interpreted for each of the variables under
the study.

Accordingly, the degree of relationships that was appeared between variables,

correlation ranging from 0.20 to 0.35, 0.35 to 0.65, 0.65 to 0.85 and over 0.85 found
to have very slight, statistically significant, more considerable and high relationships
between dependent and correlated independent variable respectively. With regard to
the effect level of independent variable, the value of Pearson’s correlation(r) less
than 0.1, 0.1 to 0.3, 0.3 to 0.5, 0.5 to 0.8 and greater than 0.8 determine the existence

101
of weak, modest, moderate, strong and very strong effect of independent variable on
the dependent variable consecutively ( Cohen & Morrison, 2007).

Finally, to determine the proportion of variance in one of correlated variable to

explain variation of the other variable coefficient of determination( ) was used
while interpreting the result (Gupta, 1999).

Table -4.14a
Correlations of Readiness * Change Management Effectiveness
Variables Change management
Effectiveness
Pearson Correlation .696**
Readiness and Motivation to Sig. (2-tailed) .000
Change
N 318
**. Correlation is significant at the 0.01 level (2-tailed).
Source: on survey 2017

Table 4.14a above shows person’s correlation results of readiness of bureaus and the
level of change management effectiveness (r = .696**, N = 318, p < 0.01=.000). The
result depicts that readiness of the bureaus and effectiveness of change management
have more considerable relation positively where 0.65< r <.085. As a result, readiness
and change management effectiveness of the bureaus have a tendency to increase or
decrease together.
Beside to the relationship, as r value illustrated in the table entails the extent of
readiness of the bureaus to implement change management activities have a strong
significant effect on the level of change management effectiveness as well because
0.5< r <0.8, which is 0.696**..
Furthermore, to determine the proportion of variation in variables, the computed
coefficient of determination,[( , ) ] = (0.696) = 0.484
depict that keeping other variables constant, 48.4% of variation in the effectiveness of
the bureaus could be explained or affected by the variation in the extent of readiness
of the bureaus.

102
 TABLE -4.14b
Correlations of Communication* Change Management
Effectiveness
Variables Change management
Effectiveness
Pearson Correlation .673**
Organizational Change
Sig. (2-tailed) .000
Communication
N 318
**. Correlation is significant at the 0.01 level (2-tailed).
Source: on survey 2017

Table 4.14b shows person’s correlation results of extent of change communication

accomplished in the bureaus and the level of change management effectiveness (r =
.673**, N = 318, p < 0.01=.000). The result revealed that extent of communication and
effectiveness of change management had more considerably related positively where
0.65< r 0.85. As a result, communication and change management effectiveness of
the bureaus have a tendency to increase or decrease together.

Beside to the relationship, as r value illustrated in the table infer the extent of
communication of the bureaus to implement change management activities have a
strong or significant effect on the level of change management effectiveness as well
because 0.5< r <0.8, which is 0.673**..

Furthermore, to determine the proportion of variation in variables, the coefficient of

determination, [( , ) ] = (0.673) = 0.453 could
be able to depict that keeping other variables constant, 45.5% of variation in the
effectiveness of the bureaus could be explained or affected by the variation in the
extent of readiness of the bureaus.

103
 TABLE -4.14c
Correlations of Leadership* Change Management
Effectiveness
Variables Change management
Effectiveness
Pearson Correlation .424**
Leadership Sig. (2-tailed) .000
N 318
**. Correlation is significant at the 0.01 level (2-tailed).
Source: on survey 2017

In table 4.14c shows person’s correlation results of organizational leadership in the

bureaus and the level of change management effectiveness (r = .424**, N = 318, p <
0.01=.000). The result depicts that efforts to accomplish leadership activities related
to change management issues of in the bureaus and effectiveness of change
management had significantly related positively where 0.35< r <0.65. Thus,
leadership and change management effectiveness of the bureaus have a tendency to
increase or decrease together.

Beside to the relationship, as r value portrayed in the table entails the extent of change
leadership activities accomplished by the bureaus have a moderately or significant
effect on the level of change management effectiveness as well because 0.3< r <0.5,
which is 0.424**..

In addition, [( ℎ , ) ] = (0.424) = 0.180 was calculated

value of coefficient of determination, which depict that keeping other variables
constant, 18% of variation in the effectiveness of the bureaus could be explained or
affected by the variation in the extent of leadership efforts of the bureaus.

104
 TABLE -4.14d
Correlations of Culture* Change Management Effectiveness
Variables Change management
Effectiveness
Pearson Correlation .746**
Organizational Culture Sig. (2-tailed) .000
N 318
**. Correlation is significant at the 0.01 level (2-tailed).
Source: on survey 2017

In table 4.14d shows person’s correlation results of organizational culture in the

bureaus and the level of change management effectiveness (r = .746**, N = 318, p <
0.01=.000). The result depicts that organizational culture of the bureaus and
effectiveness of change management had more considerably related positively where
0.65< r < 0.85. As a result, organizational culture and change management
effectiveness of the bureaus have a tendency to increase or decrease together.

Besides, r value portrayed in the table entails the organizational culture to promote
change activities by the bureaus have a strong or significant effect on the level of
change management effectiveness because 0.5< r <0.8, which is 0.746**..

Furthermore, regardless of other variables, coefficient of determination, which is

[( , ) ] = (0.746) = 0.557 depict that 55.7% of variation in
the effectiveness of the bureaus could be explained or affected by the variation in the
extent organizational culture of the bureaus.

In sum, the correlation statistics illustrated in table 16a-d infer that the effectiveness
of change management in the bureaus were correlated with all of the independent
variables significantly as (N = 318, p < 0.01=.000) as well as positively correlated
with dependent variable. Thus, change in one of the independent variable causes
change in dependent variable in the same direction as independent variable.

Nevertheless, organizational culture and leadership have the greatest and the least
coefficient of determination than the other independent variables, which could
105
determine 55.7% and 18% variation on each other with dependent variable
respectively. On the other hand; readiness of the bureaus, communication efforts of
the bureaus and organizational culture of the bureaus have strong effect whereas
leadership practices in the bureau have moderate effect on the effectiveness of change
management in the bureaus.

4.1.2.2. Analysis of Variance (One Way ANOVA)

In this sub title, the result of One Way ANOVA was analyzed to elucidate if there
exist variance in mean score between and within groups of bureaus and sectors in the
region. To determine the effect size of variance in the dependent variable within and
between bureaus and sectors, Eta squared, was equated for analysis.

Consequently, the value of Eta squared, 0.01, 0.06 and 0.14 interpreted as to have
every small, moderate and a very large effect in variance of groups respectively
( Cohen & Morries, 2007).

Table-4.15a
Descriptive Statistics of Change Management Effectiveness By
Sector
N Mean Std.Deviation

JAS 67 3.2239 .5897

FEDS 153 3.1615 .5365
SCBS 98 2.9140 .6288
Total 318 3.0984 .5892
Source: on survey 2017

Table 4.15a shows descriptive view of one- way ANOVA of the change management
effectiveness across sectors of the bureaus. The result depicted that JAS score better
mean score that is expected average of 3.22(55.5%) as compared to FEDS
3.16(54%). However, respondents in SCBS valued the effectiveness of change

106
management in the bureaus at a mean value near to the expected average
2.91(47.8%).
From the mean score and SD of groups, one can affirm that there was a difference
across sectors in the region in reference to the effectiveness of overall change
management endeavors.

Table-4.15b
One Way ANOVA
Change Management Effectiveness By Sector

Sum of Squares df Mean Square F Sig.

Between Groups 4.997 2 2.499 7.493 .001
Within Groups 105.047 315 .333
Total 110.044 317
Source: on survey 2017
Tables 4.15b above illustrate the one way Analysis of variance within and between
bureaus of the region. The result, F (2,315) = 7.493; p <0.005 reveal that there was
significant variance in the effectiveness of change management between and within
sectors of bureaus in the region.
With regard to the effect size of the variation, calculated Eta squared value equal to
0.05 indicate a small effect size, i.e. that there was a small difference between the
three groups in the level of change management effectiveness at significant level of
0.001.
As per the explained notion of consultant, the result was concurrent with the views of
change consultant in the region, as a review made in 2016; bureaus and clusters
were remarkably different in their status of accomplishing change management
activities.

4.1.2.3. Regression Analysis (OLS)

Under this inferential analysis; goodness of fitness and the effect level of independent
variables were examined to make substantial inferences. The amount of adjusted R
square value determine the level of a goodness of fit, if the value is <0.1, 0.11 to 0.30,
0.31to 0.50 and >0.50 depict that the model is found to be poor fit, modest fit ,

107
 moderate fit and strong fit for goodness respectively ( Muijs,2004) cited by Cohen,
and Morris (2007).
Similarly, the effect level of the predicators, beta weightings of the independent
variables were observed. Thus, 0 to 0.1, 0.1to 0.3, 0.3 to 0.5 and above 0.5 are the
guide that help to interpret the effect of predicators as weak, modest, moderate and
strong effect on dependent variable under the study ( Muijs,2004) cited by Cohen, and
Morris (2007).
Furthermore, test for level of significance of independent variables, readiness,
communication, leadership and culture; explain a significant amount of variance in
the dependent variable: effectiveness of change management in the bureaus could
also be observed in ANOVA test.
Table-4.16a
Regression Model Summary B
Adjusted R Std. Error of the
Model R R Square Square Estimate
1 .823a .677 .673 .33718
a. Predictors: (Constant), Organizational Culture , Leadership, Organizational Change
Communication, Organizational Readiness and Motivation to Change

b. Dependent Variable: Level of Change management Effectiveness

Source: on survey 2017

As could be seen in table 4.16a, the value of adjusted R square (0.673) in regression
model summary highlights that the constructed model, the independent variables
accounts for 67.3% of variance in the dependent variable, which is effectiveness of
change management in the bureaus while the remaining of 32.7% are describable by
other factors not included under the study.

Based on the value of adjusted R square and the guide given by Muijs, the model has
strong fit for goodness. In addition, the multiple correlation coefficients between all
independent variables (R= 0.823) also indicates that the existence of strong
correlation between the dependent variable, which also indicates that there is only a
small amount of error and most of the points lie close to the regression line.

108
 Table-4.16b
ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 74.460 4 18.615 163.738 .000b
Residual 35.584 313 .114
Total 110.044 317
a. Dependent Variable: Level of Change management Effectiveness
b. Predictors: (Constant), Organizational Culture , Leadership, Organizational Change
Communication, Organizational Readiness and Motivation to Change
Source: on survey 2017

Tables 4.16b above illustrate the test for the significance level of the constructed
model. The result ANOVA, F (4,313) = 18.615; p <0.005= 0.000 reveal that the
constructed regression model is statistically significant. This can depict that
independent variables under the study can explain a significant amount of variance in
the dependent variable, effectiveness of change management in the bureaus.

Table-4.16c
Coefficients A
Standa
rdized
Unstandardized Coeffi Collinearity
Coefficients cients Statistics
Std. Toler
Model B Error Beta t Sig. ance VIF
1 (Constant) .065 .140 .467 .641
Readiness and Motivation .144 .070 .136 2.047 .041 .233 4.292
Communication .343 .038 .352 9.031 .000 .681 1.468
Leadership .178 .047 .134 3.822 .000 .836 1.195
Culture .385 .069 .386 5.591 .000 .217 4.614
a. Dependent Variable: Level of Change management Effectiveness
Source: on survey 2017

As the coefficient of predicators; readiness and motivation (β1=0.144; p=0.041),

communication (β2 =0.343; p= 0.000), leadership (β3=0.178; p=0.000) and culture

109
(β4=0.385; p=0.000) in table 4.16c shows that all of the predicators can explain the
dependent variable at significant level with weak, modest, modest and moderate
effect size in the model.

Based on the magnitude of weighted beta, it can be concluded that if all independent
variables are ignored, then the bureaus have the value of 0.065 on the effectiveness of
change management. Nevertheless, If there is a unit of additional SD changes
independent variables; readiness and motivation, communication, leadership and
culture, then it is followed by the improvement in effectiveness of change
management with a value of 14%, 34%, 17% and 38.5% respectively.
In sum, as per the regression analysis, the best fit for the data is defined by the
following equation:
= + ( )+ ( )+ ( ℎ )+
( )+
= 0.065 + 0.144(2.88) + 0.343(2.75) + 0.178(2.81) + 0.385(3.06) +
= 0.065 + 0.415 + 0.943 + 0.500 + 1.178 +
= 0.065 + 3.036 +
= 3.10
As the mean score result of Y, which is equivalent to the mean score of summarized
descriptive statistics of variables under table (13) depict that the effectiveness of
change management could be significantly explained by the independent variables
with zero noise ( ).

4.1.2.4. Significance of the Model

With regard to the significance of the model, in addition to test for goodness and
significance of the model in table 18a-b, two criterions were measured. These are test
for normality and test multicollinearity.

Test for Normality of Data: is a method that helps the researcher not to under or
over estimate the value of statistics. This was made by plotting the collected data on
histogram. This also could easily understand if data on the normal curve distribution

110
become symmetry along with the mean value of the statistics (Hinton, Brownlow,
McMurray and Cozens: 2004).

On the top of the above idea, figure 4.1 depict that the data distribution curve does not
skewed neither to the left nor to the right of the mean. Therefore, the data output is
normally distributed. This could secure the model is significant to explain dependent
variable with respect to predicators of the study.

Figure -4.1

Source: On Survey 2017

Multi co linearity Test. This test seeks to see whether the regression model has a
correlation between independent variables. The multicolinearity is used to show the
linear relationship among those variables. The model will be significant if and only if

VIF value of predicators could be less than 10 and tolerance statistics of predicators
could be greater than 0.1 (Cohen, Manion and Morris: 2007)

According to the notion expressed above, multiple regression test depicted in table
18c has no collinearity problem because the VIF on readiness and motivation (1.730),
communication (1.468), leadership (1.195) and culture (2.308) shows a value lower
than 10 and the values of tolerance statistics for all of the independent variables found
above 0.1.

111
Therefore, based on the normality and multi co linearity test, the model was
significant to predict the variation on the value of dependent variable as per the
variation in the value of independent variable.

4.2. Discussion and Interpretation

The main purpose of this study was assessing major factors affecting the effectiveness
of change management efforts in the region. As a result, this study examined 18
bureaus undergoing organizational change management tools such as, BPR, BSC, and
civil service change army and citizen charter. In so doing, six hypotheses guided this
study. Quantitative and qualitative approach was used to ascertain the degree and
effect of factors to impede organizational effectiveness in change management
activities.

In the following section, the research hypotheses are discussed. This is done by using
conceptual model developed in Chapter 2 and findings presented in this chapter.

4.2.1. Change Management Effectiveness and Readiness

Ho1: Organizational readiness to change has no significant relationship with

organizational change management effectiveness in the bureaus.

Change is unavoidable whether organizations are ready for it or not. Armenakis et al.
(1993); Armenakis and Harris (2002); Kotter (1996); and Luecke (2003) as cited by
Todnem (2007:4) argued that readiness to change is vital for an organization before
attempting to implement and manage any kind of change. Stemming to this notion,
data collected from bureaus of the region were analyzed.

The analysis results of the research depict that there is considerable positive
relationship between the organizational change management effectiveness and
readiness to organizational change in the bureaus. Furthermore, the result shows that
the extent of organizational readiness or motivating organizational change has

112
significantly strong effect on the level of change management activities in the bureaus
of the regional state.

Supporting to this findings, research conducted by (Todnem, 2007: 6-7) argue that the
provable positive correlation between the level of change readiness and the successful
implementation and further management of change. To strengthen this finding,
researcher cited the quote: ‘The likelihood of an organization to implement and
manage change successfully without being change ready is arguably like a toddler
trying to walk before being able to crawl: possible for some, impossible for most’. In
connection to this, researcher noted that change readiness should be part of the
organizational culture rather than being implemented through program.

With this regard, findings of the research reveal that helping employees to understand
the need for change and during times of uncertainty created by change, availing
appropriate change agent to facilitate change, employees involvement in change
process and implementing agreed standards were seems overlooked activities, which
have to be considered in order to reduce employees resistance or ambiguity to change.

Similarly, another study undertaken by Mutihac 2010 and Chala, 2014, illustrated that
change efforts have not been explained to most of employees in clear terms, lack of
training provided on change to employees, poor incentive system to motivate to
employees, poorly designed and communication of change were the problems to
successful management of change.

This indicate that communication, top management commitment, allocation of

resources, good and effective work relationships, rewards, training, and participation
in the planning and implementation are crucial in order to increase the level of change
readiness and help to alleviate employees’ resistance to organizational change.
Therefore, the proposed null hypothesis by the researcher, readiness of organizations
to change has no significant relationship with organizational change management
effectiveness in the bureaus is rejected whereas, alternative hypothesis is accepted.

113
4.2.2. Change Management Effectiveness and Communication

Ho2: Effective communication has no significant relationship with organizational

change management effectiveness in the bureaus.

The finding reveals that there is more considerable positive relationship between the
organizational change management effectiveness and change communication in the
bureaus. Similarly, the result shows that the extent of organizational change
communication has significantly strong effect on the level of change management
activities in the bureaus of the regional state.

In connection to this, findings of research conducted by Ayodeji and Oyesola, 2011,

argued consistently that effective communication to affect the effectiveness of change
management. In same way, research conducted by. Todnem, 2007, dictate the view of
research participants, 81.5% of participants as communication is among the factors to
the failure of organizational change effectiveness.

This shows that measures on the elements of change communication could have a
strong positive impact on organizational change management effectiveness. With
respect to effective communication, communication plan and implementing verities
of communication channels in the region are among the elements, which improve the
effectiveness of change communication help not only to explain the need and
outcomes of change but it has vital contribution to overcome change resistance in the
bureaus.

The notion of the researcher described in the above goes in line with findings of
Mclean, 2013:12 and John, 2014:139, which affirmed that change effort to be
effective, different channels should be used continuously as per the level of audiences
to foster change and reducing fear and doubt of employees that stimulated by change.
To strengthen this, research findings articulated by Klein in Mutihac, 2010:59,
reinforce the frequency to which communication could be made is that, message

114
redundancy is directly connected with message retention to increases the possibility
of people remembering the message to help successful implementation of change.

Thus, the proposed null hypothesis, organizational change communication has no

significant relationship with organizational change management effectiveness in the
bureaus is rejected. Intern, effective change communication has significant
relationship with the effectiveness of change management in the region is accepted.

4.2.3. Change Management Effectiveness and Leadership

Ho3: Change leadership has no significant relationship with overall organizational

change management effectiveness in the bureaus

Leaders can help employees to develop a holistic understanding of the organization

by communicating the mission and values of the organization. This can be salient
when integrating organizational change because change often requires employees to
modify their routines (Bernerth et al., 2011). To this end, Leadership and
management skills, such as visioning, prioritizing, planning, providing feedback and
rewarding success, are key factors in any successful change management activities
(Marković, 2008). Research findings strengthen that communicating the mission and
values of the organization allowed employees to find ethical congruency between
themselves and the organization (John, 2014).

With this regard, the finding of the researcher reveals that there is significantly
positive relationship between change leadership and change management
effectiveness in the bureaus. In addition, the result depicts that change leadership in
the bureaus has significantly moderate effect on the current level of change
management activities in the bureaus.

This shows that leadership should take several actions such as, establishing standard
practices, create and communicate organizational vision and reinforcing the vision
through words and practice to impact organizational change management
effectiveness positively, which was found to score mean value of below the expected
115
average 3(50%) in the study area. Opposing to this findings, the study conducted by
Fetiya (2015) in Ethiopian Federal Ministry of Health on change management tool,
revealed that the extent of leaders role towards change in the ministry was above the
expected average 3.23(55.78%), which implies that the extent of leaders in playing
their role towards change was good and above (Fetiya, 2015).

However, Zerihun and Tesfaye (2014:124) argued in their findings that: though it has
high variation from leader to leader and region to region, change management
initiatives in the public service organizations of Ethiopia were not effective, and
weakened by lack of leadership commitment such as creating vision, motivation and
communicating vision, which all found to have mean average score of below the
expected average, since below 3 and often criticized as inadequate. Moreover, Beer
and Nohria (2000) in Nikolaou, Gouras ,Vakola and Bourants (2007:292) argued that
70% of change programmers fail because of lack of strategy and vision,
communication and trust, top management commitment, resources, change
management skills, resistance to change and so on, which have positive relation to the
effective management of the change.

Thus, the proposed null hypothesis, change leadership has no significant relationship
with organizational change management effectiveness in the bureaus is rejected. In
contrast, alternative hypothesis, change leadership has significant relationship with
the effectiveness of change management in the region is accepted.

4.2.4. Change Management Effectiveness and Culture

Ho4: Organizational culture has no significant relationship with organizational change

management effectiveness in the bureaus.

Creating an effective change management scheme involve creating an environment in

which all organizational members can excel is a part of corporate culture, which
comes into play reshaping the organizational climate while the change missions are
undertaking. However, although organizational culture seems to be a quite important

116
success factor for the effectiveness of change, the importance is differently evaluated
by different organizations. (Kulvisaechana, 2001).

With this regard, Studies made on change management issues by Jürgen (2002:33),
affirmed that, an open minded organizational culture is beneficial for the
effectiveness of any change management tools in the organization.

Similarly, the analysis result of the study with respect to culture and effectiveness,
illustrate that there is more considerable positive relationship between the
organizational change management effectiveness and organizational culture in the
bureaus. Besides, the result shows that the extent of organizational culture has
significantly strong effect on the level of change management activities in the
bureaus.

The findings of the research also disclose that, organizational cultures like
encouraging employees to be innovative and take risk, trust between employees,
employee and manager respected to each other and, balancing the focus of the
bureaus in measuring the process and result of change activities are of organizational
culture elements to be developed by the bureaus to up heal the effectiveness of
change management in the region since these were respondents view to have less
attention given by the organization. In addition, Mutihac (2010:53) in his research
supported that lack of trust that leaders have in employees may annoy the personnel
and make them dwell, complain, and resist the change.

Hence, the proposed null hypothesis, organizational culture has no significant

relationship with organizational change management effectiveness in the bureaus is
rejected. But, organizational culture has significant relationship with the effectiveness
of change management in the region. This is also argued by other researcher as
building organizational culture that facilitate continuous management of change and
a high level of readiness, or ability, to implement change as and when required
(Todnem, 2007).

117
4.2.5. Change Management Effectiveness Between and Across Sectors

Ho5: There is no statistically significant difference in the effectiveness of change

management among regional government bureaus and sectors of the region.

The result shows that there is significant variance in mean score in the effectiveness
of change management between and within JAS, FEDS and SBS sectors in the
region. However, despite the fact that there is statistically significant variance in
mean values of change management effectiveness across sectors, the actual
magnitude is found to be small.

Therefore, based on the result, the proposed null hypothesis, there is no statistically
significant difference in the effectiveness of change management among regional
government bureaus and sectors of the region are rejected. But, the alternative
hypothesis there is statistically significant difference in the effectiveness of change
management among regional government bureaus and sectors of the region is
rejected.

This could depict that factors affecting the effectiveness of change management,
readiness to change, communication, leadership and culture were affect the sectors
differently.

4.2.6. The Effect of Factors on the Effectiveness of Change Management

Ho6: Factors affecting effectiveness of change management has no statistically
significant effect on the effectiveness of change management across the bureaus and
sectors.
The result of regression analysis shows that all change factors under the study have
statistically significant effect on the effectiveness of change management in the
region. Nevertheless, effect size of predicators is found in different size. To this end,
organizational culture and communication have better effect on the recent level of
change management effectiveness.

118
On contrary, leadership and readiness of the organization were found to have lesser
effect on the current level of effectiveness in change management. Hence, from the
result on could affirm that, possible efforts should be required to enhance leadership
commitment and organizational readiness, and to maintain culture and
communication so as to improve the effectiveness of change management in the
region.

Therefore, the proposed null hypothesis, factors affecting effectiveness of change

management has no statistically significant effect on the effectiveness of change
management across the bureaus and sectors is rejected and the alternative hypothesis
is accepted. Despite the difference in the effect size, all of the factors have significant
effect on the effectiveness of change management in the study area.

4.3. Limitation of the Research

The research was made by using cross sectional study by disregarding other study
types like comparative analysis study. The organizations included in the studies were
only bureaus at regional level of BGRS. Hence, the study may not fully indicates the
situation in the offices at zonal and woreda level in the region. Besides as the title
under study is novel to the region, local research findings to support or confront the
findings of the research were mainly relied on international research practices. These
were the major limitation of the research.

119
 Chapter Five
Summary, Conclusion and Recommendation Introduction
Introduction
This chapter provides a summary of findings and conclusions. Additionally,
recommendations for leadership or management practice and future research are
given to advance the effective management of change management activities in the
regional state.

5.1. Summary

This research was aimed at assessing the effect and relationship of change factors in
the effectiveness of change management in the region. Change factors; organizational
readiness to change, change communication, leadership and organizational culture
were hypothesized for their direction of relationship and effect level on the
effectiveness of change management in the region.

Accordingly, readiness, communication, leadership and culture of the bureaus have

strong positive relationship with the extent of change management effectiveness in
the region. Besides change factors have significant effect on the effectiveness of
change management in the region. With regard to change management effectiveness,
though it has a small effect size, there was significant variance between and within
sectors of bureaus in the region. Furthermore, organizational culture has greater
potential effect to predict the level of effectiveness of change management followed
by communication, and leadership whereas organizational readiness found least
potential effect to predict the value of change management effectiveness.

120
 Table-5.1
Summary of Tested Hypothesis
Remark on
No. Hypothesis N
Hypothesis
Organizational readiness to change has no significant
relationship with organizational change management
1 effectiveness in the bureaus. 318 Rejected
Effective communication has no significant relationship
2 318 Rejected
with organizational change management effectiveness in
Change leadership has no significant relationship with

3 overall organizational change management effectiveness Rejected

in the bureaus 318

Organizational culture has no significant relationship with

4 organizational change management effectiveness in the
bureaus. 318 Rejected
There is no statistically significant difference in the
5 effectiveness of change management among regional 318 Rejected
government bureaus and sectors of the region.

: Factors affecting effectiveness of change management has

6 no statistically significant effect on the effectiveness of 318 Rejected

change management across the bureaus and sectors.

Source: On Survey 2017

5.2. Conclusion

Given the critical nature of change in response to the growing need of the general
public, the value placed effective management of change is increasing. This study
demonstrates the relationship and effect of change factors necessary for successful
management of change. The results indicate change factors, readiness,
communication, leadership and organizational culture have strong and positive
significant effect whereas leadership has moderate positive significant effect on the
121
recent level of change management effectiveness. Consequently, organizational
culture and change communication with their limitations were found to predict the
successful management of change in the region better than other change factors under
the study. However, though change factors predict above the expected average to the
level of effectiveness in change management, readiness to change and leadership
commitment were found to have less effect in the region, which should demand
special devotion to successful management of change in the region.

In sum, despite of government efforts to encourage the effectiveness of change

management tools in the region, finding reveal that the level of change management
effectiveness has still a lot remain to up heal and narrow the difference between
bureaus’ in accomplishing change management activities in the region.

5.3. Recommendation
Organizations are living in a world where change has become more a rule than an
exception but the success rate in implementing is not up to the mark. This calls for
effective change management in organizations which will enable them to sustain and
response the ever growing need of the general public. The study found that change
factors, readiness to change and change leadership in the region have lesser effect on
the current effectiveness of change management in the region. This indicates that the
region should take attention to strengthen organizations readiness to change and
leadership commitment so as to expedite the effectiveness of change management in
the region.

This study therefore recommends that the regional government should ensure that
readiness of bureaus to change by which the organizations are enhanced through
delivering continuous training and communication on change matters to employees.
This will help to curb resistance of employees to change. The study also recommends
that the regional government should establish continuous leadership competencies
development program in the region to improve skills of leaders how to create,
communicate organizational vision, mission and favorable organizational culture to

122
change, which enable leaders to make organizational change programs practical by
leading through example. Furthermore, the study also recommends that as change is
permanent nature of organizational life, government should establish plat form to
incorporate full time organizational reform advisors in every organizational structure,
who should perform overall organizational change issues in the regional bureaus, this
will ensures to avail responsible and accountable body in every organization, which
support and scale up best practices within the bureaus and at regional level as well as
to narrow the gap between bureaus’ and sectors in accomplishing change
management activities.

5.4. Scope for Future Study

Drawing on the reported success rate of change management effectiveness in general,
the lack of empirical research on change management within organizations in the
region, it is recommended that further research should be conducted on the following
three related research problem in the region. First, factors influencing on
organizational communication improvement in government organizations of the
region. Second, the effect of change management process on the performance of
employees. Finally, organizational change agents: practices and challenges to
improve organizational readiness to change in the region.

123
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Annexes
Annex- One
Lists of Regional Bureaus (Sample Frame)
No Justice and Finance and Economic Social and Capacity
Administrative Sector Development Sector Building Sectors
(JAS) ( FEDS) (SCBS)
1 Administrative council Water, irrigation and energy Education Bureau
development bureau
2 Regional Council Food security and people Communication Affairs
settlement bureau bureau
3 Supreme court/Judiciary Cooperative bureau Management Institute
4 Police Commission Technical, vocational & and Culture and Tourism bureau
SIED bureau
5 Administrative and Urban development and Youth and Sport bureau
security affairs Bureau construction bureau
6 Justice Bureau Investment bureau Women and Children
bureau
7 Prison Administration Trade, transport and industry Public Service and HRD
commission bureau bureau
8 General Audit Revenue and custom authority Health Bureau
9 Ethics & Anti Corruption Environmental protection and Employees and social
commission land administration bureau affairs Bureau
10 BoFED Mass media agency
11 Rural road authority
12 Agriculture and rural
development bureau
13 Mineral Agency
14 Animals &fish production
Agency
Source:BGRSPSHRDB report 2016,pp.12

103

Summary of Adapted Questionnaire Source
No. Categories of Variables
adapted
Independent Variables (IV):
Motivating organizational change
1
Change leadership
Organizational Culture
Effective communication
Dependent Variables (DV):
2 Effective change
Management
3 Discussion Guide line
Total
Source: Researcher Computation,2016
Annex Two
Items
to be Source of Adoption
49
(Cameron & Green,2009:336-7 ) &
10 (Flamholtz & Randle,2008: 50-1)
(Flamholtz & Randle,2008: 50-1)
20 &(Anderson, & Ackerman, 2010:116)
12 (Robins, 1996: 681-2)
(Robins, 1996: 390-3) &(Whetten &
7 Cameron, 2011:607-8)
5
5 (Flamholtz & Randle, 2008: 22)
6 The Research questions and hypothesis
60

104
 Annex-Three
Sample Size Determination Comparison
1. Sample Size determination by using Watson (2001) formula

[1 − ]
[1 − ]
+
=

Where: n: sample size required, N: number of target population, which is 1885

P: estimated variance in population-50%, A: Precision Desired-5%,

Z: Based on confidence level of 95%, which is 1.96, R: Estimated response rate - 98%
Thus,

[ ] . [ . ]
[ ] . . [ . ]
.
= = = 325.6~326
.
2. Sample Size determination by using Kothari (2004) formula
∗ ∗ ∗
=
∗( ) ∗ ∗

Where, N is population-1885, n is sample size, e is percent of defective or margin of

error; the common value is within 5%, z is 1.96 based on 95% confidence interval, p is
estimated variance in population-50%; and q is 1-p.

∗ ∗ ∗
Thus, =
∗( ) ∗ ∗

. ∗ . ∗ . ∗
= = 319.3~320
. ∗( ) . ∗ . ∗ .

105
 Annex- Four
Sample Size from Each of Sampled Bureaus
= ∗

330 330
= 68 ∗ = 12 = 96 ∗ = 17
1885 1885

330 330
= 96 ∗ = 17 = 171 ∗ = 29
1885 1885

330 330
= 43 ∗ =8 = 97 ∗ = 17
1885 1885

330 330
= 100 ∗ = 18 = 167 ∗ = 29
1885 1885

330 330
= 84 ∗ = 15 = 143 ∗ = 25
1885 1885

330 330
= 86 ∗ = 15 = 92 ∗ = 16
1885 1885

330 330
= 84 ∗ = 15 = 73 ∗ = 13
1885 1885

330 330
= 125 ∗ = 22 = 117 ∗ = 20
1885 1885

330 330
= 84 ∗ = 15 = 159 ∗ = 27
1885 1885

= ∗ = 330

106
 ANNEX-FIVE
WOLLEGA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT

Questionnaire to be Filled By Respondents

Dear respondents;
This questionnaire is designed to collect data for the study on “Factors Affecting the
effectiveness of Change management in Government Bureaus of Benishangul- Gumuz
Regional State, Ethiopian” as a part of fulfillment of my postgraduate program in Master of
Business Administration (MBA).
The information you provide honestly has indispensable contribution to the success of the study.
Thus, I request you to answer the questions provided in the questionnaire. I assure you that all
of your responses and identity are confidential and used only for academic purpose. For all the
effort you made to provide the necessary information, I would like to thank you in advance.
General Direction:

 The questionnaire has seven sections.

 Answer each question under each section accordingly.
 No need of writing Name

107
Section I – Items Related to Background of the Respondents
Please tick (√) one of the option that describe you for those have different alternatives and write your
answer for those items need your completion on the space provided:
Name of your current Bureau
1. What is your designation?
1. Bureau head 3. Expert/employee
2. Process director 4. Change agent/advisor
2. What is your gender?
1. Male 2. Female
3. What is your age in years?
1. Below 18 4. 43-54
2. 18-30 5. 55-60
3. 31-42 6. Above 60
4. How many years have you been in a government bureau?
5. What is your level of Education?
1. Under diploma 3. Degree
2. Diploma/level IV 4. Masters and Above

108
Section I I– Items Related To Organizational Motivation/ Readiness to Change
Below are a number of statements about your perception or knowledge regarding organizational
motivation to change in your bureau. Please indicate how much you agree or disagree with each
by encircle provided numbers after each statement, according to the following scales: Strongly
Disagree(1); Disagree (2); Undecided (3); Agree (4); Strongly agree (5)

Response
No. statements
(1) (2) (3) (4) (5)
1 The bureau help employees to understand the need for change 1 2 3 4 5
2 The bureau has change agents to facilitate change activities 1 2 3 4 5
3 Employees have necessary resources to execute change activities of the bureau. 1 2 3 4 5
4 The bureau has success indicators for change agreed by employees. 1 2 3 4 5
5 The bureau ensures change efforts measured regularly. 1 2 3 4 5
6 Employees are fully involved in the process change in the bureau 1 2 3 4 5
7 The management of the bureau walks what they talk about change issues. 1 2 3 4 5
8 The bureau provides training driven by change to employees. 1 2 3 4 5
9 The bureau ensures employees to get help during times of uncertainty or confusion. 1 2 3 4 5
10 Employees are clear about the overall objectives of change in the bureau 1 2 3 4 5

Section III – Items Related To Organizational Change Communication

Below are a number of statements about your perception or knowledge regarding organizational
change efforts communication in your bureau. Please indicate how much you agree or disagree
with each by encircle provided numbers after each statement, according to the following
scales: Strongly Disagree(1); Disagree (2); Undecided (3); Agree (4); Strongly agree (5)

Response
No. Statements
(1) (2) (3) (4) (5)
1 Management of the bureau communicates change efforts regularly. 1 2 3 4 5
2 The bureau has planned to communicate change effort. 1 2 3 4 5
3 The bureau explained the reason of change activities to concerned party. 1 2 3 4 5
4 Change issues are communicated according to the audience’s needs 1 2 3 4 5
attitudes, knowledge level, and so forth in the bureau
5 Change issues are communicated in an Ongoing Process. 1 2 3 4 5
6 Communication activities ensured what changes mean for each individual. 1 2 3 4 5
7 The bureau uses different channels to communicate the outcome and 1 2 3 4 5
consequences of change efforts.

109
Section IV – Items Related To Change Leadership
Below are a number of statements about your perception or knowledge regarding organizational
change leadership in your bureau. Please indicate how much you agree or disagree with each by
encircle provided numbers after each statement, according to the following scales: Strongly
Disagree(1); Disagree (2); Undecided (3); Agree (4); Strongly agree (5)

Response
No. Organizational leadership ensures or establish…
(1) (2) (3) (4) (5)
1 Leadership ensure Vision of the bureau is clear enough to employees to help the 1 2 3 4 5
change effort
2 Top management establishes strategic and motivational vision. 1 2 3 4 5
3 Change strategies of the bureau aligned with its vision; 1 2 3 4 5
4 Vision of the bureau is well communicated to the community. 1 2 3 4 5
5 Management of the bureau reinforce the vision through words and actions 1 2 3 4 5
6 Existing systems of the bureau capable to execute targets of change. 1 2 3 4 5
7 Leadership ensures Systems of the bureau facilitate change strategy to turn into 1 2 3 4 5
daily operations.
8 Top management establish standard of practices to realize change in the bureau 1 2 3 4 5
9 Leadership establish standard framework for building change strategy in the bureau 1 2 3 4 5
10 Leadership ensures standard change governance, including roles, team charters, and 1 2 3 4 5
decision making procedures
11 Leadership ensures standard conditions for success and ways of measuring success 1 2 3 4 5
in the bureau
12 Leadership establishes standards for change communication plans and stakeholder 1 2 3 4 5
engagement strategies
13 Leadership set expectations from employees and methods for rapid course of 1 2 3 4 5
correction
14 Management establishes change leadership competencies development programs in 1 2 3 4 5
the bureau
15 There are roster of best practices in change management activities in your bureau 1 2 3 4 5
16 Leadership ensures change support mechanisms for communications, feedback, and 1 2 3 4 5
information management, such as intranet etc.
17 Recognizes and reward employees involved in the improvements. 1 2 3 4 5
18 Leadership allocate resources to foster change activities in the bureau 1 2 3 4 5
19 Leadership ensure employees to capture and share knowledge on change 1 2 3 4 5
endeavours.
20 The existing system of the bureau is fully aligned with intended change effort. 1 2 3 4 5
21 Day to day operations of the bureau supports the change direction of the bureau 1 2 3 4 5

110
Section V – Items Related To Organizational Culture
Below are a number of statements related to organizational culture, which foster organizational
change. Please indicate the degree by which you perceive in your bureau by encircling the
number that represent your observation according to the following scales: very low(1); low (2);
fair (3); high (4); very high (5).

Response
No. What is the degree by which…
(1) (2) (3) (4) (5)
1 Employees express their views and feelings in meetings freely. 1 2 3 4 5
2 Employees and managers of this bureau do have trust on each other 1 2 3 4 5
3 Employees trust each other in the bureau. 1 2 3 4 5
4 Employees are encouraged to take independent action to do their job without 1 2 3 4 5
having to wait for instructions from supervisors
5 Employees are encouraged to be innovative and to take risks 1 2 3 4 5
6 Employees are expected to show accuracy in delivering service. 1 2 3 4 5
7 The bureau focuses on results rather than the process to achieve the outcome 1 2 3 4 5
8 Management decisions consider the effect of outcomes on employees 1 2 3 4 5
9 The bureau encourage team work rather than individuals 1 2 3 4 5
10 Change activities of the bureau consider the inclusion of policies related to 1 2 3 4 5
employees, customers, and stakeholders
11 Employees and managers of the bureau treat each other with respect and dignity 1 2 3 4 5
12 The bureau sets highest standard of excellence to deliver its mission 1 2 3 4 5

111
Section VI – Items Related To Organizational Change Effectiveness
Below are a number of statements about the extent of organizational effectiveness on change
management endeavors. Please indicate to what extent did change management activities have
desired results in your bureau by encircle provided numbers after each statement, according to
the following scales: To a very slight extent (1); To a slight extent (2); To some extent (3);
To a great extent (4); To a very great extent (5)

extent of effectiveness
No. Statements
(1) (2) (3) (4) (5)
1 The bureau has moved to the desired state of change. 1 2 3 4 5
2 The bureau in the desired state of change meets expectations (i.e., it works as 1 2 3 4 5
planned).
3 The bureau accomplished change activities without undue cost to the bureau. 1 2 3 4 5
4 The bureau accomplished change activities without undue cost to employees. 1 2 3 4 5
5 Employees deliver or exceed target levels of performance on time and budget. 1 2 3 4 5
6 The change processes in the bureau maximize satisfaction of customer. 1 2 3 4 5
7 Stakeholders believe change capability of the bureau. 1 2 3 4 5

112
Section V II– Items Related To Expected Challenges of Change Management
Below are a number of statements about your perception or knowledge regarding challenges of
organizational change management effectiveness in your bureau, please indicate the degree of
challenges by which you perceive in your bureau by encircling the number that represent your
observations according to the following scales: very low(1); low (2); undecided (3); high (4);
very high (5)

Response

No. organizational leadership ensure or establish… very very

low undesided high
low high
(2) (3) (4)
(1) (5)

1 Employees to understand the need for change 1 2 3 4 5

2 Support from leaders on change activities. 1 2 3 4 5
3 Resources to execute change activities. 1 2 3 4 5
4 Communication of change efforts in the organization 1 2 3 4 5
5 Clarity of organizational Vision. 1 2 3 4 5
6 Alignment of change strategies of the bureau with its vision; 1 2 3 4 5
7 Organizational structure. 1 2 3 4 5
8 Standard practices for creating change in the bureau 1 2 3 4 5
9 Leadership competencies development programs in the bureau 1 2 3 4 5
10 Efforts to scale up roster of best practices in change management activities 1 2 3 4 5
11 Recognition and reward employees involved in the improvements. 1 2 3 4 5
12 Trust between employees and managers in change activities. 1 2 3 4 5
13 Employees empowerment to make decisions independently 1 2 3 4 5
14 Clarity of responsibilities and accountability. 1 2 3 4 5

If you have any additional information with regard to change management aspects of your bureau, please
write on underlined space

THANK YOU ONCE AGAIN!

113
 ANNEX-SIX
WOLLEGA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
FOCUS GROUP DISCUSSION GUIDE
This guide is designed to collect data for the study on “Factors Affecting the
effectiveness of Change management in Government Bureaus of Benishangul-
Gumuz Regional State, Ethiopian” as a part of fulfilment of my postgraduate
program in Master of Business Administration (MBA).
The information gathered will be used only for academic purpose. Ideas and identities
of respondents will be confidential, which cannot be disclosed to nobody. Thus, I
request you to react based on the guiding questions provided here under.
1. Describe the major change management activities that have been
undertaking in the region with its own outcome.
2. Discuss the existing status or level of organizational change management
effectiveness in bureaus of BGRS and across clusters.
3. Is there a difference between and among bureaus in accomplishing change
management issues? If yes, what make the difference?
4. Discuss and elucidate major impeding factors that affect the effectiveness
of organizational change management among bureaus of the region?
5. Discuss the outweighing factor/s that affect the effectiveness of change
management activities in bureaus of the region?
6. Are there any measures that have been taken by your organization to
enhance the effectiveness of change management activities? If yes, elaborate
it both qualitatively and quantitatively.
7. Discuss possible suggestions and recommendations to overcome the impact
of impeding factors on each of the major organizational change management
activities.
Thank you!

114