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|a HD58.8 M43 2006_MeakerSarah |2 BU-Local |
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|a HD58.8 M43 2006 |
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|a Meaker, Sarah C.. |
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|a Employee receptivity to change : a phenomenological study |h [electronic resource]. |
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|a Miami, Fla. : |b Barry University, |c 2006. |
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|a xiii, 103 leaves : |b ill. ; |c 28 cm |
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|a Barry University Dissertations -- School of Education. |
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|a Thesis (Ph.D.)--Barry University, 2006. |
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|a Includes bibliographical references (leaves 86-92). |
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|a Copyright Sarah C. Meaker. Permission granted to Barry University to digitize, archive and distribute this item for non-profit research and educational purposes. Any reuse of this item in excess of fair use or other copyright exemptions requires permission of the copyright holder. |
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|a Purpose: The purpose of this phenomenological study is to explore employee receptivity to change and its impact on the organization. The two research questions that this study seeks to address are: (1) How employees’ perceive organizational change they experienced? (2) How employees’ change experience impacted the organization? This study looked at the organization through the context of change theories and systems thinking. This study adds to Human Resource Development practitioners’ understanding of employee receptivity to change. By using change theory and systems thinking to develop a deeper qualitative understanding of creating and maintaining a continuous change cycle. Method: This study adopted a phenomenological design. The questions were addressed through semi structured in depth interviews conducted with ten individuals within a medium sized school district in Florida. The interviews were transcribed verbatim by the researcher. The transcriptions were analyzed through bracketing, which allows the major themes to be extracted from the transcriptions. The data was then triangulated by comparing it to archival documents and a reflective journal created while performing this study. Major Findings: The seven major themes that emerged were as follows: type of change, definition of change, participant’s feelings towards change, leadership, participant perception on the impact of change on their position, participant perception on the impact of change on the organization, and participant perception on the signs of successful change within the organization. The analysis of the data collected led to the creation of a new conceptual framework, which purposes that employees become more receptive to incremental change following a period of transformational change. |
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|a Electronic reproduction. |c Barry University, |d 2020. |f (Barry University Digital Collections) |n Mode of access: World Wide Web. |n System requirements: Internet connectivity; Web browser software. |
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|a Barry University Archives and Special Collections. |
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|a Organizational change |x United States. |
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|a Leadership |x United States. |
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|a Educational leadership |x United States. |
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|a School employees |x United States. |
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|a Organizational learning. |
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|a Academic theses. |
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|a Barry University Digital Collections. |
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|a Theses and Dissertations. |
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|a BUDC |c Theses and Dissertations |
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|u http://sobekcmsrv.barrynet.barry.edu/AA00001255/00001 |y Click here for full text |
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|a https:/budc.barry.edu/content/AA/00/00/12/55/00001/HD58_8 M43 2006_MeakerSarahthm.jpg |
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|a Theses and Dissertations |
The record above was auto-generated from the METS file.
