| Author | Truong Thi Lan Anh |
| Call Number | AIT Diss. no.SM-09-05 |
| Subject(s) | Organizational change--Vietnam
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| Note | A dissertation submitted in partial fulfillment of the requirement for the degree of Doctor of Philosophy in International Business |
| Publisher | Asian Institute of Technology |
| Abstract | This study identified the two dimensions of change outcomes and the important HR facilitators in an organizational change process. The assessment of change process was done essentially from a human resource perspective (Chapter 2), bearing in mind the following objectives: To develop a model of the organizational change process from the human resource perspective (Conceptualization in Chapter 3 and Operationalization in Chapter 4); To examine the significant HR facilitators and the two-dimension outcomes of organizational change process (Chapter 5 and Chapter 6); To examine the extent to which these HR facilitators affect the outcomes of the change process in an organization (Chapter 7, Chapter 8, and Chapter 9). The process approach was used in this study of change management. Recent studies from the literature review on this theme also showed a particular focus on the people side of the change. Change outcomes were assessed following the basis of a two-dimension concept. In the project-oriented dimension, outcomes are based on objectives and constraints of the change project, while in the employee-oriented dimension, outcomes are based on the expectation of participants on the change. The relationships between the HR facilitators in the change process and each dimension of the outcomes were developed based on literature review and exploratory interviews. They were tested with data from a survey of 284 respondents coming from private enterprises in Vietnam. Exploratory factor analysis was used to identify the empirical HR facilitators and the two-dimension change outcomes. A hierarchical regression analysis was applied in hypothesis testing. The reliability and validity of the research were monitored. The facilitation relationships in organizational change process were finally specified in a model. The key HR facilitators found in this study were Change competence, Change leadership, Knowledge and Ability, HR Development, Change motivation, Participation, Employee responsiveness, and Adaptation. They significantly affect the change process outcomes. These results showed that training and development was the most effective influence on the outcomes of organizational change process. Change leadership, better Employee responsiveness and Adaptation to change will result in more positive Employee-oriented outcomes. Project-oriented outcomes will be more influenced by Change competence and Change motivation. Organizational support for change will also significantly influence the outcomes. This study contributes to the theories of change management by: (1)A two-dimension concept of change process outcomes: the project-oriented outcomes and the employee-oriented outcomes. A sustainable change should include both dimensions. (2)An emphasis on personal attitudes and behaviors coping with change during the process: employee responsiveness and adaptation are two HR facilitators at individual level. Managing change should help employees to self-adjust. (3)Significant and adequate HR facilitators to specific types of change outcomes. |
| Year | 2009 |
| Type | Dissertation |
| School | School of Management |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Master of Business Administration (MBA) (Publication code=SM) |
| Chairperson(s) | Swierczek, Fredric W. |
| Examination Committee(s) | Sununta Siengthai ;Haddawy, Peter; |
| Scholarship Donor(s) | Government of Switzerland; |
| Degree | Thesis (Ph.D.) - Asian Institute of Technology, 2009 |