THE IMPACT OF JOB INSECURITY, ROLE AMBIGUITY, SELF MONITORING AND PERCEIVED FAIRNESS OF PREVIOUS CHANGE ON INDIVIDUAL READINESS FOR CHANGE

Abstract

Every organization faces some type of change in today's business world. Research shows that organizational change initiatives fail at an alarming rate. One rationale for not being able to manage change through to success is a failure to create readiness for change in the first place. Additionally, low readiness leads to active resistance. In order to have a successful, painless change process, organizations need their employees support the change, in other words, employees need to be "bought in" and committed. Employees will support change, if they are ready for it. In this frame work, it is important to understand the employee readiness concept and its antecedents in order to create the right change strategies. This study focuses on the impact of job insecurity, role ambiguity, self monitoring and perceived fairness of previous change on individual readiness for change. The survey of this study is conducted on 464 employees who experienced at least one organizational change in previous year in their organization. The obtained data from the questionnaires are analyzed through the SPSS. Analyses results revealed that job insecurity, role ambiguity, self monitoring and perceived fairness of previous change have impact on readiness for change. These meaningful results will provide some useful guidance to managers, change agents, practitioners and consultants.