An Empirical Study On Relationship Between Change Recognition Of Employees And Organizational Change Competence

Nowadays, enterprises are facing great change of the external environment. Continuous changes are the only way for enterprises to adapt to the external environment and remain invincible in the fierce market competition. However, many of the changes have fallen flat. Effective changes require the strengthening of organizational change competence. Present studies on enterprises change at home and abroad are undertaken, in main, on a macro-level like the strategic application of Enterprise System Dynamic Reengineering and rarely involve the role of employees’psychological change in the overall enterprise change. A few studies at home involving the aspect of psychological change are not empirical though. With the increase of university graduates in enterprises who have acquired theoretical knowledge on organizational cognition, the transformation of cognition to competence hence becomes an important problem to be solved.This thesis firstly sums up the relationship between change cognition, organizational commitment, and organizational change competence through review of the previous studies at home and abroad. Then the research hypothesis are proposed and studied on an empirical base.207university graduates of five areas (Liaoning Province, Peking, Shandong Province, Hebei Province, and Shanghai) are taken as sample.The thesis is composed of five chapters. Chapter one gives an introduction of the background of the subject, significance of the study, methodology, study frame and innovation of the study. Chapter two is the part of literature review which reviews the relevant theoretical studies on the relationship between change cognition, organizational commitment, and organizational change competence. Chapter three specifically introduces the demarcation of study variables, study frame, study methodology, method hypothesis, as well as the selection of sample, the design of questionnaire and collection of data. Chapter four involves the empirical study, by descriptive analysis, correlation analysis and regression analysis, on the influence of the graduates’change cognition on organizational change competence and on that of the level of the graduates’ organizational commitment on the relationship between the graduates and the enterprises. Chapter five, as the conclusion of the thesis, summarizes the study and offers advices on management for enterprise managers. The limitation of the study is also pointed out.Through statistics and analysis of the data from the university graduates, this thesis comes to conclusions as follows:First, university graduates have a relatively positive recognition on the enterprise change in general and on levels of the significance of change, participation of change and development, but have a negative recognition on the level of self-benefit; Second, the change recognition and organizational change competence of the graduates are positively correlated. The levels of significance of change, participation of change and development are correlated to dimensions of organizational change competence; Third, organizational commitment plays a positive role in regulating its relationship with organizational change competence. That is, the strengthening of the graduates’ organizational commitment will strengthen the relationship between change recognition and organizational change competence. And the decrease of the commitment will weaken the relationship between the two.By the empirical study on the relationship between change recognition and change competence, this thesis intends to arouse enterprises’consciousness of knowing their employees’change recognition. Enterprises can apply the graduates’ change recognition to the practical enterprise change to promote the organizational change competence and achieve an effective change, only by which enterprises may enhance the core competitiveness in an ever-changing environment.