ABSTRACT
In the current global business environment, organisations are faced with constant change. The core objective of the study was thus, to assess change management processes and its effects on employee stress management in the organisation using the Ghana Scholarships Secretariat (GSS) as the case. The study utilised concurrent mixed method research design. Questionnaire and interview guide were used to obtain data from the respondents for the study. Fifteen (15) respondents were conveniently sampled for the study. Results from analysis of data gathered from respondents revealed that structural change, leadership change, technology change, organisational culture change and transformational change are the major change management processes at the Ghana Scholarship Secretariat. It was found that the Secretariat have the right talents to make the change. The study findings also revealed that there is a considerable relationship between change management process and employees’ stress. It was observed that effective communication between employees and supervisors assist in managing stress. Moreover, it is established that though the respondents have not completely overcome their resistance to change, they are able to control their stress. Accordingly, it was recommended that management of the Ghana Scholarships Secretariat should keep staff well informed about imminent changes to minimize, avoid any resistance or to prevent stress and/or emotional upset.
CHAPTER ONE INTRODUCTION
Background to the Study
Organisations are faced with constant change in the current global business environment (Armstrong, 2006). The ever-increasing population coupled with the growing demand for products and services calls for organizations to explore diverse ways of business processes to effectively deliver on its mandate (Noe, Hollenbeck, Gerhart, & Wright, 2017).
Again, globalization and introduction of sophisticated technology and ideas call for organization to react by changing their business practices to match-up the changing trends. These changes however, in terms of demographics, industry and business nature differ (Budhwani & Bari, n.d). Changes in a firm or an enterprise have some effects on its stakeholders, including management, employees, competitors, customers and investors (Dahl, 2011; Zubair, Zafar, & Imran, 2014). While some changes become unsuccessful, others are successful and tend to be advantageous to the company or organization (Zubair et al., 2014). It is thus, fundamental for managers of firms to properly plan changes to restore better performance and competitiveness of an organisation (Judge & Robbins, 2017).
Change management processes involve series of activities or steps that move change from inception to delivery in an organsiation (Fugate, Prussia, & Kinicki, 2012). Constant change management process aids in minimising the negative effect it has on a firm and the employees (Jeff, 2007). This is due to the observations that, change management process in an organisation have effects on employees’ mental health including their stress management (Bamberger et al., 2012; van Hoek, Mark, Janet, & Andy, 2010). Thus, Omolara (2008) described job-related stress as the unfavourable physical and psychological reactions that occur in a person due to their inability to handle the demands in relation to their job.
According to van Hoek et al. (2010), change requires proper management in a firm, no matter how big or small it may be. Change brings about improvement in areas such as cost, quality, management and decision making, if it is appropriately managed in a firm (van Hoek et al., 2010). It is argued by Dasborough, Peter and Yuliani (2015) that it is very imperative to comprehend the type and level of change being carried out, for change managers to be able to effectively manage the change process among management as well as the employees. The change process in an organisation is one of the most common reasons of stress (Zubair et al., 2014). Changes in an organisation could include organisational structure, process and human resource (HR) requirements (Wood et al., 2010). Zubair et al. (2014) argue that, if the change process is not implemented with the employees in a firm, there are immediate and natural responses that the employees exhibit. Change process according to Zubair et al. (2014), in one or more of the organisational factors including culture, structure, job demands, leadership or physical conditions cause workers to resist change and cause stress. Stress is observed to cause high turnover, absenteeism, decreased productivity, work family conflicts, work overload, low morale and job dissatisfaction (Zubair et al., 2014). To all the aforementioned, in order to keep up work performance as well as to keep up good relationship with co- workers and superiors, stress management becomes essential (Kirschner, Young, & Fanjoy, 2014).
