ISSN: 2222-6990
Open access
The establishment of the Selangor State Development Corporation (PKNS) a statutory body and development agency for the state of Selangor was intended to uphold the country’s independence through economics distribution and socio-economic growth that are guided by government policies in order to create stability, harmony and social justice. Competition among organization to give the best service and quality product to consumers need internal change within the organization. Employees who are satisfied and willing to adapt to the change happen in the organization are willing to be more efficient, cost-effective, creative thus, increased the productivity of employees aligned with the organization objective. The purpose of this study is to investigate the organizational factors which influence attitude toward change in the Selangor State Development Corporation (PKNS). The research reported in this study is based on the questionnaire circulated among the staff of Selangor State Development Corporation (PKNS). The data were analyzed using SPSS software. The research report has followed a descriptive analytical approach; a simple random sampling of 300 out of 1084 employees was used for analysis. Using quantitative analysis; the data were collected through a close-ended questionnaire and open-ended questionnaire coupled with Likert scale. Respondents represented the various department, including managerial and supporting level. There are two types of variables used in this research which are Dependent Variables (DV); Attitude towards Change and Independent Variable (IV); Quality of communication; Organization Culture and Generation Gap. The results indicated that only quality of communication and organizational culture has a significant impact on organization factors which influence attitude towards change in PKNS. Whereas, the generation gap was not significantly related to attitude towards change.
Abdul Rashid, Z., Sambasivan, M., and Johari, J. (2003). The influence of corporate culture and organizational commitment on performance. Journal of management development, 22(8), 708-728.
Al-Zu’bi, H. A. (2011). Investigating the relationship between corporate culture and organizational change: an empirical investigation. Journal of emerging trends in economics and management sciences (JETEMS), 2(2), 111-116.
Bakar, H. A., and Mustaffa, C. S. (2013). Organizational communication in Malaysia organizations: Incorporating cultural values in communication scale. Corporate Communications: An International Journal, 18(1), 87-109.
Cao, G., Clarke, S., and Lehaney, B. (2000). A systemic view of organisational change and TQM. The TQM magazine, 12(3), 186-193.
Clugston, M., Howell, J. P., & Dorfman, P. W. (2000). Does cultural socialization predict multiple bases and foci of commitment? Journal of management, 26(1), 5-30.
Elving, W. J. (2005). The role of communication in organisational change. Corporate communications: an international journal, 10(2), 129-138.
Llenza, E. G. (2008). Organizational communication and change: A case study on the implementation of an innovation at a Florida medical facility.
Frank, A. D., and Brownell, J. (1989). Organizational communication and behavior: communicating to improve performance, 2+ 2. Harcourt School.
George, J. M., & Jones, G. R. (2001). Towards a process model of individual change in organizations. Human relations, 54(4), 419-444.
Gilgeous, V. (1997). Operations and the Management of Change. Pitman Pub.
Gradwell, S. S. (2004). Communicating planned change: A case study of leadership credibility.
Kapoor, C., & Solomon, N. (2011). Understanding and managing generational differences in the workplace. Worldwide Hospitality and Tourism Themes, 3(4), 308-318.
Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard business review.
Lunenburg, F. C. (2010). Managing change: The role of the change agent. International Journal of Management, Business and Administration, 13(1), 1-6.
Muchinsky, P. M. (1997). Psychology applied to work: An introduction to industrial and organizational psychology. Thomson Brooks.
Mueller, B. H., & Lee, J. (2002). Leader-member exchange and organizational communication satisfaction in multiple contexts. The Journal of Business Communication (1973), 39(2), 220-244.
Pettigrew, A. M. (1985). Contextualist research and the study of organizational change processes. Research methods in information systems, 1, 53-78.
Russ, T. L. (2008). Communicating change: A review and critical analysis of programmatic and participatory implementation approaches. Journal of Change Management, 8(3-4), 199-211.
Stanley, D. J., Meyer, J. P., and Topolnytsky, L. (2005). Employee cynicism and resistance to organizational change. Journal of business and psychology, 19(4), 429-459.
Valickas, A., and Jakstaite, K. (2017). Different Generations’ Attitudes towards Work and Management in the Business Organizations. Human Resources Management and Ergonomics, 11(1).
Wok, S., & Hashim, J. (2013). Communicating and sharing working relationships with older employees. Journal of Communication Management, 17(2), 100-121.
In-Text Citation: (Nor, Sanusi, Hawari, Dola, & Rose, 2018)
To Cite this Article: Nor, S. M., Sanusi, A., Hawari, R. M., Dola, M. F., & Rose, R. M. (2018). The Organizational Factors which Influence Attitude towards Change in Perbadanan Kemajuan Negeri Selangor. International Journal of Academic Research in Business and Social Sciences, 8(9), 2008–2021.
Copyright: © 2018 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode