Employees’ attitude and behaviour towards organizational change within the department of employment and labour in KwaZulu-Natal, South Africa

Abstract

Organisational change is an unavoidable element of contemporary workplaces, driven by shifting market dynamics, technological progress and policy modifications. Navigating such transformations poses numerous challenges for organisations, especially in terms of managing the human factor—employee attitudes and behaviours—which can greatly affect the success or failure of change initiatives. Regardless of whether the change is gradual or revolutionary, its effects on employees are significant, influencing their engagement, morale and overall performance during the transition from one organisational stage to another. This quantitative research examined employee attitudes and behaviours regarding organisational change within the Department of Employment and Labour in KwaZulu Natal, South Africa. The study utilised a structured questionnaire to gather data from 300 employees, ensuring a substantial sample size for statistical evaluation. The data were analysed using Statistical Package for the Social Sciences version 28, applying both inferential and descriptive statistical techniques to identify patterns and relationships within the responses. The results indicate a notable interconnection amongst affective (emotional), cognitive (thought-based) and behavioural (action-oriented) attitudes towards organisational change. This highlights the intricate relationship between how employees feel, think and behave in response to organisational changes. The findings imply that effective change management strategies must consider not only the practical dimensions of change but also the psychological and emotional requirements of employees. By illuminating these dynamics, this research provides a significant contribution to the existing literature on organisational change, particularly within the realm of public sector organisations in South Africa.