[Change resistance and its effects on outcomes]

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Summary (Statistical Results)

The purpose of this chapter was to analyze the hypothesis of the study which includes the factors i.e. employee resistance to change impacts the outcomes significantly and also the analysis of any relationship exist between communication and resistance to change. The results obtained from the above analysis showed that there is no significant relationships been observed in both the hypotheses thus cannot reject the null hypothesis. Initially, demographic variables were analyzed which includes almost 58% females and 42% males in the study for comparing the existing relationship between each other. The study was highly significant and reliable because of the reason that half of the sample taken in the study had at least 10 or more year's experience which identified the reliability factor in this study. Also, almost 26% participants had their experience from 6 - 9 years and similarly the remaining 23% participants has lesser than 6 years of experience.

Education levels on the other hand play a significant role in explaining the resistance of change in organization i.e. higher education levels of employees leads to higher resistance of change. From the results, it has been analyzed that almost 60% of the participants were from some college i.e. education levels were certainly not high enough to support for a significant change in the organization. Another important factor was then discussed i.e. the age of the participants which was found to be fairly diversified i.e. almost 80% of the respondents were almost equally varied 31 - 60 years which shows that organization does not focuses on any particular age group. The organization had almost 67% of the employees and only 3.8% of the part time employees. Almost 92% of the participants in the studies were either employees or supervisors and only 1.9% of the participants were departmental heads. ANOVA was then used to determine the significance of perception of the participants about the resistance of organizational change. The results obtained from ANOVA shows that there is no significance differences found in the perception of the employees about the organizational change i.e. we cannot reject our null hypothesis. The results further explain that the employees, supervisors, part - time employees, departmental heads have almost same perception about the changing in the organizational levels.

Organizational structure usually refers to the division of labor and also the pattern of coordination, communications, work flows, and formal power ...