An examination of change management processes on employees' job satisfaction in a selected power station

Abstract

This study set out to examine the impact of change management processes at Eskom and how change affects employees' job satisfaction. The study used Komati Power Station as a case study. Using a qualitative approach, the study interviewed twenty- two participants, who were selected through purposive sampling. The participants interviewed included managers, engineers, technicians, accountants and supervisors. The study findings indicate that employees at Komati Power Station are to an important extent dissatisfied with change processes and approaches, including the ways in which change is communicated and managed. For many employees, change has created anxiety, fear and panic regarding job security. The findings show that the change has had negative implications on work performance, mental attitudes to work, production, and the creativity of employees. The study recommends the need to communicate organisational change more efficiently and effectively. Trainings and workshops are among the recommended approaches in ensuring smooth change management.