Maintaining work motivation during organisational change

Abstract

A presupposition of the present study was that a key for successful change management is to maintain the work motivation of personnel. Consequently, the study examined work motivation in relation to organisational change. Rather than attempting to link motivation to specific stages or phases of a given change process, the association between employee perception of change and work motivation was examined. Elements of leadership style, perceived job insecurity and dissatisfaction with work arrangements were hypothesised as antecedents of work motivation. A self-completion questionnaire survey was carried out in a company undergoing organisational change. Data were obtained from a Norwegian transport company. The survey was administered in February 2002 (N = 1442). A negative relationship between perceived organisational change and work motivation was identified. Specifically, the level of work motivation was lower among employees facing organisational changes, compared to employees not experiencing changes. A leadership style involving a "people-orientation" was identified as a key predictor for work motivation. Critical aspects for maintaining work motivation in relation to organisational change are discussed.