ABSTRACT

 The study examined the impact of employee perceptions and the type of change their organisation is undergoing on their attitudes toward organisational change. Specifically, the study aimed to identify possible relationships between these perceptions and employee attitudes. It also sought to determine which of the perceptions are stronger, to ascertain differences between mangers and non-managers attitudes towards change and to find out whether the type of change the organisation is undergoing has an effect on the relationship between employees‘ perceptions and attitudes. In all, 303 respondents were conveniently selected from three organisations representing downsizing, merging and restructuring organisations. The crosssectional survey design was used and respondents completed questionnaires which sought information on their perceptions and attitudes towards organisational change. Results from the analyses showed significant positive relationships between employees‘ perceptions and their attitudes towards organisational change. It also revealed that employees‘ perception of the change process contributed significantly more to their attitudes than their perception of change outcomes. In addition, the results revealed that managers had a significantly more positive attitude towards organisational change as compared to non-managers. Finally the results revealed that, amongst the three change types, employees in the downsizing organisation exhibited the least positive attitudes towards organisational change. The implications and recommendations to employers, employees and other relevant professionals like change agents as well as recommendation for further studies were made.