Assessing adherence to change management principles and its impact on employee attitudes in a selected South African bank

Abstract

While change initiatives are ubiquitous in organisations, aiming to enhance efficiency and effectiveness while minimising resource utilisation, the success of such efforts hinges on the implementation method. This can have profound consequences, both positive and negative. In this vein, a bank where a study was conducted underwent a restructuring process in 2021. The restructuring identified the branch network as an area for improvement to transition towards a more digital platform-based business model, moving away from the traditional brick-and-mortar branch format. Consequently, the bank streamlined its branch presence in one town, reducing the number of branches from two or three to just one or two to provide better service to its clients. This study specifically evaluates whether the Ten Principles of Change Management, as outlined by Coetsee in 2002, were followed during this change management project at the selected South African bank. Additionally, the study delves into the potential impact of several key factors within the banking sector on the successful implementation of change. These factors include organisational commitment, job satisfaction, intentions to quit, and leadership skills. A quantitative method employing a cross-sectional design was utilised to achieve the study's objectives. The study's findings revealed a positive relationship between adherence to change principles, job satisfaction, and affective commitment. Furthermore, job satisfaction demonstrated a positive association with affective commitment and a negative association with intentions to quit. The research sheds light on the nuanced influence of change management principles on factors like job satisfaction, affective commitment, and intentions to quit. Moreover, the study results confirmed the mediating role of extrinsic job satisfaction and affective commitment in the relationship between adherence to change management principles and intentions to quit. In conclusion, this study contributes valuable insights into the existing literature by expanding our understanding of how adherence to change principles impacts employee attitudes, including job satisfaction, affective commitment, and intentions to quit. Recommendations are provided for both the organisation involved in the study and for future research endeavours.