Comprehensive Study of Critical Areas of Change Management as a Starting Point for Leaders in the Area of Managing Human Resources in Organizations: The Case of the Visegrad Four
Abstract
:1. Introduction
1.1. The Essence of Change Management
1.2. Critical Aspects of Corporate Change Management
1.3. Business Change Management Models and the Definition of Their Elements
2. Materials and Methods
2.1. Determining the Size of the Statistical Sample
- Z: value from statistical tables,
- p: share of the character,
- c: permissible range of errors,
- n: sample size.
2.2. Determination of Research Hypotheses
- Working teams operate in the company for the purpose of managing corporate changes;
- The change management section operates in the company for the purpose of managing corporate changes;
- Business change always has a specific purpose and goal that needs to be achieved;
- Employees are always familiar with the change plan and its impacts (both positive and negative);
- During the course of the business change process, data are collected about the course of this process;
- Concern for employees’ opinions, attitudes, needs, and problems when implementing changes;
- Employees are given a space to express their ideas and thoughts that could be a potential reason for the implementation of the change;
- It is possible to implement new ideas and thoughts from employees into corporate practice;
- Training and other development programs are provided to the employees, which help them adopt the new way of working that the company change requires;
- After achieving the change, we are interested in the feelings of the employees and want to find out if they are satisfied or dissatisfied with the new procedures.
2.3. Definition of Research Methods
- if the test result ranges from 0 to 0.3—there is a weak dependence between the investigated variables.
- if the test result ranges from 0.3 to 0.8—there is a moderately strong dependence between the variables,
- if the test result ranges from 0.8 to 1—there is a strong dependence between the variables.
3. Results
3.1. Preconditions for Successful Management of Business Changes and Their Statistical Significance
- (A).
- Precondition 1: Work teams operate in the company for the purpose of managing corporate changes;
- (B).
- Precondition 2: A change management section operates in the company for the purpose of managing corporate changes;
- (C).
- Precondition 3: Business change always has a defined purpose and goal that needs to be achieved;
- (D).
- Precondition 4: Employees are always familiar with the change plan and its impacts (both positive and negative);
- (E).
- Precondition 5: During the course of the business change process, data are collected about the progress of this process;
- (F).
- Precondition 6: Interest in the opinions, attitudes, needs, and problems of employees in the implementation of corporate changes;
- (G).
- Premise 7: Employees are given a space to express their ideas, thoughts that could be a potential reason for the implementation of the change;
- (H).
- Precondition 8: It is possible to implement new ideas and thoughts of employees into business practice;
- (I).
- Precondition 9: Employees are provided training, coaching, and other development programs to help them learn the new way of working that the business change requires;
- (J).
- Precondition 10: After achieving the change, we are interested in the feelings of the employees and finding out whether they are satisfied or dissatisfied with the new procedures.
- business change always has a defined purpose and goal that needs to be achieved,
- employees are always familiar with the change plan and its impacts (both positive and negative),
- during the course of the business change process, data are collected about the progress of this process,
- interest in the opinions, attitudes, needs, and problems of employees in the implementation of corporate changes,
- after achieving the change, we are interested in the feelings of the employees and finding out whether they are satisfied or dissatisfied with the new procedures.
3.2. Dominant Approach to Business Change Management
3.3. Identification of Critical Factors in the Company’s Management of Emerging Business Changes
4. Discussion
5. Conclusions
Author Contributions
Funding
Data Availability Statement
Conflicts of Interest
References
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Country | A Sample of Enterprises in the Country | Number of Production Enterprises | % Representation of Production Enterprises in the Sample |
---|---|---|---|
Slovak Republic | 440,851 | 36,459 | 8.3% |
Czech Republic | 821,336 | 57,232 | 7% |
Hungary | 682,087 | 39,947 | 5.9% |
Poland | 2,188,429 | 146,411 | 6.7% |
TOTAL | 4,132,703 | 280,049 | 27.9% |
Precondition | The Results of Testing through the Chi-Square Test (χ²) | |||||
---|---|---|---|---|---|---|
Value | df | Sig. | Sig. (2-Sided) | Result | ||
1. | Pearson Chi-Square | 0.057 | 1 | 0.811 | X | |
Fisher’s Exact Test | 0.879 | |||||
2. | Pearson Chi-Square | 2628 | 1 | 0.105 | X | |
Fisher’s Exact Test | 0.112 | |||||
3. | Pearson Chi-Square | 6595 | 1 | 0.01 | ✓ | |
Fisher’s Exact Test | 0.025 | |||||
Cramer’s V | 0.144 | 0.01 | ||||
4. | Pearson Chi-Square | 6411 | 1 | 0.011 | ✓ | |
Fisher’s Exact Test | 0.013 | |||||
Cramer’s V | 0.142 | 0.011 | ||||
5. | Pearson Chi-Square | 6592 | 1 | 0.01 | ✓ | |
Fisher’s Exact Test | 0.011 | |||||
Cramer’s V | 0.144 | 0.01 | ||||
6. | Pearson Chi-Square | 5769 | 1 | 0.016 | ✓ | |
Fisher’s Exact Test | 0.017 | |||||
Cramer’s V | 0.135 | 0.016 | ||||
7. | Pearson Chi-Square | 1,5 | 1 | 0.221 | X | |
Fisher’s Exact Test | 0.258 | |||||
8. | Pearson Chi-Square | 0.131 | 1 | 0.718 | X | |
Fisher’s Exact Test | 0.779 | |||||
9. | Pearson Chi-Square | 1324 | 1 | 0.25 | X | |
Fisher’s Exact Test | 0.262 | |||||
10. | Pearson Chi-Square | 5991 | 1 | 0.014 | ✓ | |
Fisher’s Exact Test | 0.017 | |||||
Cramer’s V | 0.137 | 0.014 | ||||
Number of Valid Cases: | 318 |
Binomial Test | ||||||
---|---|---|---|---|---|---|
Category | N | Observed Prop. | Test Prop. | Sig. | ||
Approach to solving business changes | Group 1 | Emergent | 290 | 0.91 | 0.51 | 0.000 |
Group 2 | Regular (planned in advance) and continuous | 28 | 0.09 | |||
Total | 318 | 1.00 |
Source | Dependent Variable | Type III Sum of Squares | df | Mean Square | F | Sig. |
Corrected Model Corrected Model | A clear and shared vision of management business change | 47,185 a | 1 | 47,185 | 15,639 | 0.000 |
Availability of resources for change | 0.860 b | 1 | 0.860 | 0.416 | 0.520 | |
Skills of change participants | 0.297 c | 1 | 0.297 | 0.117 | 0.732 | |
Regular inspection | 12,182 d | 1 | 12,182 | 5006 | 0.026 | |
Organizational readiness | 14,886 e | 1 | 14,886 | 7462 | 0.007 | |
Collection of data on the course of change | 35,156 f | 1 | 35,156 | 17,026 | 0.000 | |
Awareness of participants | 19,163 g | 1 | 19,163 | 9349 | 0.003 | |
Employee motivation | 12,912 h | 1 | 12,912 | 5177 | 0.024 | |
Motivation of implementers | 13,554 i | 1 | 13,554 | 5133 | 0.025 | |
Assembling a work team | 36,567 j | 1 | 36,567 | 12,704 | 0.000 | |
Mutual communication | 17,790 k | 1 | 17,790 | 4819 | 0.029 | |
Participation in education | 1920 l | 1 | 1920 | 0.594 | 0.442 | |
Readiness assessment | 0.722 m | 1 | 0.722 | 0.262 | 0.609 | |
Two-way communication | 6462 n | 1 | 6462 | 2547 | 0.112 | |
Employee feedback | 0.020 o | 1 | 0.020 | 0.009 | 0.923 | |
Employee space | 0.754 p | 1 | 0.754 | 0.332 | 0.565 | |
Assessing employees’ ideas and consideration | 1150 q | 1 | 1150 | 0.478 | 0.490 | |
Staff readiness | 0.436 r | 1 | 0.436 | 0.220 | 0.640 | |
Shared purpose | 1990 s | 1 | 1990 | 0.767 | 0.382 | |
Personal performance | 2356 t | 1 | 2356 | 1092 | 0.297 | |
Effective management | 0.700 u | 1 | 0.700 | 0.323 | 0.570 | |
Employee engagement | 8615 v | 1 | 8615 | 3460 | 0.064 | |
Preparation of a comprehensive plan | 13,772 w | 1 | 13,772 | 4895 | 0.028 | |
Employee cooperation and management | 5877 x | 1 | 5877 | 2081 | 0.151 | |
Employee flexibility | 1955 y | 1 | 1955 | 0.737 | 0.392 | |
Skills of change leaders | 0.318 z | 1 | 0.318 | 0.127 | 0.721 | |
Acceptance of change by employees | 0.085 aa | 1 | 0.085 | 0.030 | 0.863 | |
Adherence to the time frame | 1477 ab | 1 | 1477 | 0.617 | 0.433 | |
Tracking partial successes | 15,360 ac | 1 | 15,360 | 6173 | 0.014 |
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Rosnerova, Z.; Ponisciakova, O.; Kicova, E.; Fabus, J. Comprehensive Study of Critical Areas of Change Management as a Starting Point for Leaders in the Area of Managing Human Resources in Organizations: The Case of the Visegrad Four. Systems 2024, 12, 342. https://doi.org/10.3390/systems12090342
Rosnerova Z, Ponisciakova O, Kicova E, Fabus J. Comprehensive Study of Critical Areas of Change Management as a Starting Point for Leaders in the Area of Managing Human Resources in Organizations: The Case of the Visegrad Four. Systems. 2024; 12(9):342. https://doi.org/10.3390/systems12090342
Chicago/Turabian StyleRosnerova, Zuzana, Olga Ponisciakova, Eva Kicova, and Juraj Fabus. 2024. "Comprehensive Study of Critical Areas of Change Management as a Starting Point for Leaders in the Area of Managing Human Resources in Organizations: The Case of the Visegrad Four" Systems 12, no. 9: 342. https://doi.org/10.3390/systems12090342