Reducing subordinate resistance to organizational change in a United States telecommunications company: Proactive supervisor-subordinate, two-way communicative processes

Although there has been considerable analysis of communication processes supporting organizational change, there is a lack of research regarding the effects on subordinates of proactive supervisor-subordinate, two-way communicative process (PSSTWCP). The purpose of this research was to investigate whether subordinates perceive PSSTWCP as being supportive of organizational change. A quantitative case study was conducted with a survey of 62 technicians in the technical department of an American telecommunications company. Key research questions focused on whether subordinates perceived supervisors were practicing PSSTWCP, if they viewed PSSTWCP as supportive of organizational change, and if there was a difference in perceptions based on the educational background of the technicians. Data were analyzed using multiple regressions, ANOVA, and Tukey post-hoc testing. There were no statistically differences supporting the hypotheses that technicians perceived PSSTWCP was practiced or supportive of change. Among the demographic cohorts analyzed, however, there was a statistical difference. Individuals who had only taken graduate courses had a positive view of the relationship between PSSTWCP and organizational change, while individuals with a graduate degree did not. One recommendation is to recognize the potential role of the academic background of individuals when considering deployment. Although a significant relationship between PSSTWCP and the effects on subordinates was not found for all of the areas considered in this case study, the potential value of PSSTWCP as a concept to support positive organizational change and the role of the academic background of subordinates should continue to be researched and evaluated.