A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE ITS EFFECT ON EMPLOYEE COMMITMENT IN PRIVATE COLLEGES

  • Dr.G. Balamurugan Assistant Professor, Department of Management Studies, Anna University (BIT campus) Tiruchirappalli, Tamil Nadu, India.
  • Dhivya.S PG Student, Department of Management studies, Anna University (BIT-Campus) Tiruchirappalli, Tamil Nadu, India.
Keywords: Organizational Change, Employee Attitude, Employee Commitment

Abstract

Organizations are expected to enhance their capacity to establish employee are provided with the basic support for the acceptance for change initiative. thisstudyexplores the attitude of employee towards organizational change through review of related literature and discourse how attitudinal factors relate to organization change. The interact antecedents of any factor and its influence on employee commitment. They are the purpose of the present study is to add a different way of looking and working with organizational change key focusing on individual emotions and personality traits. Employee commitment three component modal of commitment to in organization change. affective, normative, and continuance. Employee support organizational change researches have focused on various attitudinal constructs that represent employee attitude toward change. The constructs which frequently serve as key variable in these studies include change in attitude the performance readiness for change, commitment change, openness change, about organizational change. The mainly focus on sampling techniques are used the convenient sampling. Research tool the research instruments adopted was a structured questionnaire. The questionnaire was based on their private college Trichy. Statistical tool i)  Percentage analysis ii) chi-square test iii)correlation test.

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Published
2020-03-31
How to Cite
Balamurugan, D., & S, D. (2020). A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE ITS EFFECT ON EMPLOYEE COMMITMENT IN PRIVATE COLLEGES. International Journal of Engineering Technologies and Management Research, 7(3), 31-41. https://doi.org/10.29121/ijetmr.v7.i3.2020.545