A Project Report

on

A STUDY ON ORGANISATION CHANGE TO

EMPLOYEE COMMITMENT
Submitted to
JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY ANANTAPUR
ANANTAPURAMU
In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Project by
Pikkili Lakshmi Prasanna

(232T1E0146)

Under the esteemed guidance of

Ms.M.Anusha
Assistant Professor
Department of MBA

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

ASHOKA WOMEN’S ENGINEERING COLLEGE (AUTONOMOUS)
(Approved by AICTE, NEW DELHI & Affiliated to JNTUA, Anantapur)
OPP.DUPADU (RS), NH-44, LAKSHMIPURAM (PO), KURNOOL-518218.

2023-2025
 A Project Report
on
A STUDY ON ORGANISATION CHANGE TO
EMPLOYEE COMMITMENT
Submitted to
JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY ANANTAPUR
ANANTAPURAMU
In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Project by
Pikkili Lakshmi Prasanna

232T1E0146
Under the esteemed guidance of

Ms.M.Anusha
Assistant Professor
Department of MBA

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

ASHOKA WOMEN’S ENGINEERING COLLEGE (AUTONOMOUS)
(Approved by AICTE, NEW DELHI & Affiliated to JNTUA, Anantapur)
OPP.DUPADU (RS), NH-44, LAKSHMIPURAM (PO), KURNOOL-518218.

2023-2025
 STUDENT DECLARATION

I hereby declare that the project work entitled “A STUDY ON

ORGANISATION CHANGE TO EMPLOYEE
COMMITMENT” submitted by me for the award of Degree of Master of
Business Administration, Jawaharlal Nehru Technological University
Anantapur, Anantapuram and is a bonafide record of work done in ASHOKA
WOMEN’S ENGINEERING COLLEGE (AUTONOMOUS) and has not
been Submitted to any other University for award of any degree.

Date:

Place: Kurnool Signature of the student

 GUIDE DECLARATION

I hereby declare that the project work entitled A STUDY ON ORGANISATION CHANGE TO
EMPLOYEE COMMITMENT done by Pikkili Lakshmi Prasanna (232T1E0146), under the
guidance of me.

Date:

Place: Kurnool Signature of the guide.

 PH:08518-287619FAX:08518-287618

ASHOKA WOMEN’S ENGINEERING COLLEGE (AUTONOMOUS)

An Engineering college Sponsored by
Vishwa Educational Society, Kurnool
Approved by AICTE, New Delhi and Affiliated to JNTUA, Anantapur
Opp. Dupadu (RS), N.H-44, Kurnool 518218, Kurnool District, A.P
www.ashokacollege.in

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

BONAFIDE CERTIFICATE

This is to certify that the Project Report Entitled A STUDY ON ORGANISATION

CHANGE TO EMPLOYEE COMMITMENT is the bonafide work done by Pikkili
Lakshmi Prasanna (232T1E0146) in the Department of Master of Business
Administration, ASHOKA WOMEN’S ENGINEERING COLLEGE
(AUTONOMOUS), Kurnool in the partial fulfillment of the requirements for the award
of the degree in Master of Business Administration from Jawaharlal Nehru
Technological University, Anantapur during the academic year 2024- 2025.This work
has been carried out under my guidance.

GUIDE Head of the Department

Ms.M.Anusha Dr. SHESADRI KIRAN THARIMALA

Assistant Professor Professor

Place:

Date:

Certify that the candidates were examined by the viva-voce Examination held at
ASHOKA WOMEN’S ENGINEERING COLLEGE (AUTONOMOUS), Kurnool
on_________

Signature of Internal Examiner Signature of External Examiner

 ACKNOWLEDGEMENT
I would like to express my thanks to many of the people. I can list here few of them are
Ms.M.Anusha, Assistant Professor of Master of Business Administration department, my project
guide from her I learnt many things about the subject which are very helpful to complete my
project and she guided me in right direction.
I express my gratitude to Dr. SHESADRI KIRAN THARIMALA, Head of the Department of
Master of Business Administration for the project facilities made available to me in the department
and she supported me throughout my project period.
At the outset I thank honorable Chairman Sri K. ASHOK VARDAN REDDY Garu, beloved
CEO Sir Dr. HARISH KRISHNA, MBA, Ph.D and beloved principal Dr. R. NAVEEN, M.E, Ph.D for
providing me with good faculty and making their moral support throughout the course. Finally, we
extend our sincere thanks to all the Staff Members of MBA Department who have cooperation and
encouraged me in making our project successful.

I owe my thanks and deep appreciation much more than the words can express to my parents and
family members without their cooperation, constant support and encouragement this would have
been a distant dream.

BY:
Pikkili Lakshmi Prasanna
(232T1E0146)
 A STUDY ON ORGANISATION CHANGE TO EMPLOYEE COMMITMENT

ABSTRACT

Insights gained from this survey may help management gauge employee
satisfaction, which in turn can lead to better decisions on how to boost
productivity and foster positive working relationships among staff.

The examination of employee commitment towards organisational transformation

is the main purpose of this research. The secondary objectives include
researching employee satisfaction with the change management system, learning
how the system affected employees, analysing the system's effect on the
organization's operational performance, and ultimately improving both the
organization's and employees' performance.

We verified the sample with 120 people. A "full proof" research is therefore
impossible to call this one. To adjust to the latest methods, equipment, and
technology. So that they can keep up with the other competing businesses.

We will be collecting answers from 120 workers using multiple choice questions.
The study made use of the convenience sampling technique. Analysis of the
gathered data has been completed. This study's many novel insights have
informed a few of recommendations for how the organisation might lessen its
staff's commitment to organisational transformation.

5
 SAMPLE TABLE OF CONTENTS
PAGE
CHAPTER NO CHAPTERS
NO
ABSTRACT
I 1.1 INTRODUCTION 11
1.2 STATEMENT OF PROBLEM 19
1.3 INDUSTRY PROFILE 20
1.4 SCOPE OF THE STUDY 29
1.5 OBJECTIVE 30
1.6 NEED FOR THE STUDY 30
II RESERCH METHODOLOGY 31
3.1 RESEARCH DESIGN 31
3.2 DATA COLLECTION 31
3.3 TOOLS FOR DATA COLLECTION 32
3.4 CONSTRUCTION OF QUESTIONNAIRE 32
3.5 PRETEST 32
3.6 SAMPLING PLAN 32
3.7 STATISTICAL TOOLS 32
REVIEW OF LITERATURE
III 34

DATA ANALYSIS AND INTERPRETATION

IV 35

V 5.1 FINDINGS 76
5.2 SUGGESTIONS 77
5.3 LIMITATIONS OF STUDY 78
5.4 CONCLUSION 79

ANNEXURE
BIBILIOGRAPHY 80
ANNEXURE – 1 (QUESTIONNAIRE) 81

6
 LIST OF TABLES

TABLE PAGE
TITLE
NO. NO
1 GENDER 36
2 AGE 37
3 MARITAL STATUS 37
4 YEAR OF SERVICE 38
5 QUALIFICATION 39
6 ANALYSIS FOR ORGANIZATION CHANGE 40
SATISFIED WITH THE CHANGED RULES AND REGULATIONS OF
7
THE ORGANIZATION 41
SATISFIED WITH THE TOP MANAGEMENT’S PARTICIPATION IN
8
THE CHANGE PROJECT 42
9 SATISFIED WITH THE CHANGE PROCEDURES IMPLEMENTED 43
SATISFIED WITH THE CHANGED WORKING CONDITIONS IN THE
10
ORGANIZATION 44
SATISFIED WITH THE TOOLS & TECHNIQUES USED FOR THE
11
TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM 45
CHANGES SATISFIED THE EMPLOYEE & CUSTOMER
12
PERSPECTIVE 46
SATISFIED WITH THE TRAINING PROGRAM CONDUCTED BY
13
THE ORGANIZATION FOR THE CHANGE PROJECT 48
IS THERE IS ANY KIND OF IMPACT DO THESE CHANGES TEND
14
TO HAVE 49
15 DO THE CHANGE APPROVAL EASILY OBTAINED 50
16 DO THIS CHANGE DONE FOR A PERMANENT TIME PERIOD 51
ARE YOU SATISFIED WITH ANY SITUATIONS THAT INTERFERE
17 WITH THE TECHNOLOGICAL CHANGE MANAGEMENT
PROCEDURE 52

7
 ARE YOU SATISFIED WITH THE ORGANIZATION CHANGE IS
18
EXPERIENCED BY THE EMPLOYEES 53
DO THE CHANGE BENEFITED ALL THE LEVEL OF EMPLOYEES
19
IN THE ORGANIZATION 54
20 DO THE CHANGE BENEFITED THE ORGANIZATION 55
ARE YOU SATISFIED WITH THE TECHNOLOGICAL CHANGE
21
MANAGEMENT TASKS ARE MONITORED 56
IS THEIR A DEDICATED TEAM OF MEMBERS THAT ARE HAVING
22 THE SOLE RESPONSIBILITY TO MONITOR THE IMPACT OF
CHANGE 57
ARE YOU SATISFIED WITH THE MOTIVATED TOWARDS THE
23
TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM 58
ARE THERE ANY ALTERATIONS THAT NEED TO BE MADE TO
24
THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM 59
IS THERE ANY LEVEL OF EMPLOYEES WHO ARE AFFECTED BY
25
THIS TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM 60
DO YOU CONSIDER THE TECHNOLOGICAL CHANGE
26
MANAGEMENT SYSTEM AS AN EFFECTIVE ONE 61
IS THE SKILL LEVEL OF THE EMPLOYEES AFFECTED
27 COMPETENCIES OF THE TECHNOLOGICAL CHANGE
MANAGEMENT SYSTEM 62
DOES THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM
28
IMPROVE THE CAREER OF EMPLOYEES 63
29 ARE YOU ADAPTED TO THE CHANGE PROJECT 64
DO YOU BELIEVE TECHNOLOGICAL CHANGE MANAGEMENT
30
SYSTEM AS A NECESSARY ONE TO THE ORGANIZATION 65

8
 LIST OF FIGURES

TABLE PAGE
TITLE
NO. NO
1 GENDER 36
2 AGE 37
3 MARITAL STATUS 37
4 YEAR OF SERVICE 38
5 QUALIFICATION 39
6 ANALYSIS FOR ORGANIZATION CHANGE 40
SATISFIED WITH THE CHANGED RULES AND REGULATIONS OF
7
THE ORGANIZATION 41
SATISFIED WITH THE TOP MANAGEMENT’S PARTICIPATION IN
8
THE CHANGE PROJECT 42
9 SATISFIED WITH THE CHANGE PROCEDURES IMPLEMENTED 43
SATISFIED WITH THE CHANGED WORKING CONDITIONS IN THE
10
ORGANIZATION 44
SATISFIED WITH THE TOOLS & TECHNIQUES USED FOR THE
11
TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM 45
CHANGES SATISFIED THE EMPLOYEE & CUSTOMER
12
PERSPECTIVE 46
SATISFIED WITH THE TRAINING PROGRAM CONDUCTED BY
13
THE ORGANIZATION FOR THE CHANGE PROJECT 48
IS THERE IS ANY KIND OF IMPACT DO THESE CHANGES TEND
14
TO HAVE 49
15 DO THE CHANGE APPROVAL EASILY OBTAINED 50
16 DO THIS CHANGE DONE FOR A PERMANENT TIME PERIOD 51
ARE YOU SATISFIED WITH ANY SITUATIONS THAT INTERFERE
17 WITH THE TECHNOLOGICAL CHANGE MANAGEMENT
PROCEDURE 52

9
 ARE YOU SATISFIED WITH THE ORGANIZATION CHANGE IS
18
EXPERIENCED BY THE EMPLOYEES 53
DO THE CHANGE BENEFITED ALL THE LEVEL OF EMPLOYEES
19
IN THE ORGANIZATION 54
20 DO THE CHANGE BENEFITED THE ORGANIZATION 55
ARE YOU SATISFIED WITH THE TECHNOLOGICAL CHANGE
21
MANAGEMENT TASKS ARE MONITORED 56
IS THEIR A DEDICATED TEAM OF MEMBERS THAT ARE HAVING
22 THE SOLE RESPONSIBILITY TO MONITOR THE IMPACT OF
CHANGE 57
ARE YOU SATISFIED WITH THE MOTIVATED TOWARDS THE
23
TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM 58
ARE THERE ANY ALTERATIONS THAT NEED TO BE MADE TO
24
THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM 59
IS THERE ANY LEVEL OF EMPLOYEES WHO ARE AFFECTED BY
25
THIS TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM 60
DO YOU CONSIDER THE TECHNOLOGICAL CHANGE
26
MANAGEMENT SYSTEM AS AN EFFECTIVE ONE 61
IS THE SKILL LEVEL OF THE EMPLOYEES AFFECTED
27 COMPETENCIES OF THE TECHNOLOGICAL CHANGE
MANAGEMENT SYSTEM 62
DOES THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM
28
IMPROVE THE CAREER OF EMPLOYEES 63
29 ARE YOU ADAPTED TO THE CHANGE PROJECT 64
DO YOU BELIEVE TECHNOLOGICAL CHANGE MANAGEMENT
30
SYSTEM AS A NECESSARY ONE TO THE ORGANIZATION 65

10
 CHAPTER 1

1.1 INTRODUCTION

CHANGE MANAGEMENT:

Managing change is a method for systematically moving people, groups,

and companies from where they are now to where they want to be in the future. It
is a method that companies use to help their workers adjust to the ever-changing
nature of their work. The process of officially introducing and approving
modifications to a project is known as "change management" in the field of
project management.

DEFINITION OF CHANGE MANAGEMENT:

According to Nickols, change management has at least three basic

definitions, which are as follows:

• The activity of change management, which is the process of directing

and coordinating the implementation of change.
• An area of expertise where several consultants from across the world
claim to excel is helping customers with change management.
• A collection of facts and information that comprises the models,
procedures, instruments, and skills that comprise a practice.

Hiatt and Creasy, state that change management evolved as a result of the
convergence of two predominant fields of thought, namely:

• An engineer’s approach to improving business performance

• A psychologist’s approach to managing the human side of change

11
 By considering the distinction between change and transition, McKee offers
a thought-provoking perspective on change management. According to him,
organisations are able to make changes, but they fall short when it comes to really
implementing them.

Moving from one location to another is an example of change, but adjusting to a

new environment requires time and effort spent on the psychological process
known as transition. Every change must have a conclusion. People can't stay
stuck in the past if they want to make a difference. Compared to the outward
physical change, the interior psychological process of transition occurs at a
somewhat slower rate. According to McKee, change will be ineffective until a
transition occurs.

Contrary to popular belief, there is no silver bullet when it comes to change

management. Extensive research involving hundreds of project teams has shown
this. Companies can't expect to be good change leaders unless they adapt their
change management strategies to the specifics of each shift and the organisation
they're trying to help.

CHANGE PHASES:

Leaders of transformations may better meet the challenges of each stage

by dividing the process into manageable chunks and tailoring their approaches
accordingly. In this piece, we'll look at the four steps that make up effective
change management:

1. Creating a sense of urgency: There is no such thing as an organisational

change occurring in a vacuum. Change would be very gradual and maybe even
unintentional if nothing were to disrupt the organization's daily operations. In
order to get people to work together to make a difference, you have to create a
feeling of urgency. All levels of staff must be cognisant of the change drivers and

12
inspired to take part in the transformation that will affect their daily lives and the
workplace.

2. Building a strong guiding coalition: Major change is very hard to implement,

thus it takes a strong force to keep it going. In each situation, a solid guiding
coalition is required; this coalition must have the correct make-up, degree of
confidence, and common goals. Leadership with a transformational focus is
essential for large-scale change initiatives. In transformational leadership, leaders
play the role as catalysts for positive change. Inspiring and uniting their staff
behind a shared goal, these leaders develop a "can do" mentality that makes the
vision a reality. A transformational leader is one that inspires and guides their
team towards a new way of thinking and doing business. What follows is a list of
the components of transformative leadership.

3. Formulating a Vision and Strategy: "When we don't have a clear goal in

mind, our lives become quite random, and we give in readily to passing trends, peer

13
pressure, and other people's opinions on what we should be doing. Moving forward,
we are guided by a distinct sense of purpose and vision.

The change challenge, says Nickols, is central to change management. To

rephrase, in order for a future state to come to fruition, an existing, structured, and
organised procedure must be in place to enable the departure of an existing,
unrealised state. As can be seen below, there are three separate phases of change:

The driving force behind changes and the link between the present and the future
are the vision and mission statements. Included in the vision should be the
reasoning for the shift, its advantages, and any personal consequences it may
have.

4. Implementing the Change: Managers need to communicate their vision

clearly, and having a structured communications strategy in place is crucial when
implementing change. Along with many other forms of communication, "share of
mind" is only one of many. Neglecting to consult with supervisors or workers on
the planned changes is an example of weak communication on the part of senior
and intermediate management.
While evaluating communication throughout the change management process, it
is important to consider the following questions: why, what, how, and when. A
lack of preparation and management of communications is a common reason of
change intervention failure, since it prevents the change program from obtaining
the necessary level of awareness, support, engagement, and commitment.

14
According to Kendall Consulting, a Communications Planning Model should be
utilised:

In conclusion, transformation requires a driving force that is more powerful

than the restraining factors and is accompanied by a feeling of urgency.
Motivating workers to make the shift requires convincing them that it will be worth
it, and providing them with concrete measures to follow in the beginning will help
them see the change for what it really is: a true opportunity for growth.

A top management team that backs and propels the change is a major force
behind it. Maintaining open lines of communication is crucial throughout the
change implementation process. It needs a systematic communications strategy
that encourages workers to make the adjustment and reminds them over and
again why it's necessary. A groundwork for transformation must be laid out in the
communications strategy.

CHANGE MANAGEMENT PROCEDURE:

An explanation of the structured procedure for modifying the initial scope

of the project may be found in the change management plan. In most cases, this
entails either establishing new goals and deliverables for the project or revising
the current ones. Here is the process for making changes:

15
At the outset, according to established criteria, change requests should be
assigned a change priority categorisation code. Examples of descriptive ones are
Critical, High Importance, Medium Importance, etc., while others are just
alphabetical.

A change determination meeting should be scheduled by the project

manager after the change request examination. All relevant parties, including the
project manager, change review committee, requester, and project sponsors,
should be present at this meeting.

A copy of the revised project plan that shows how the modification would
affect the project, together with the evaluation's findings, will be presented by the
project manager. Both the evaluators and the requestor have the option to
dispute their evaluations, should the need arise. If the assessment shows that the
proposed modification might substantially impact the project's budget, timeline, or
the final product or service, then the project manager should get heavily involved.

IMPLEMENTATION OF CHANGE IN PROJECTS:

The difficulty of implementing a modification to a project without major

consequences increases the later it is made, with the exception of very small
circumstances. The change's effects will also be proportionate to its magnitude.
While a few tweaks here and there may not amount to much, a major shift in the
project's scope might delay it by weeks, months, or even years.

In short, a change management procedure for any given project should

include, but not necessarily be limited to the following:

• Identifying the need for change.

• Change recommendation.
• Analysis of the feasibility of change.

16
 • Steering committee approval.
• Project sponsor approval.
• Implementing the change.

• Continue constant review.

The last step is to inform everyone involved in the project of the updated
change management strategy and provide an explanation for any objections they
may have. Now is also the time to make sure that all agreements, decisions, and
meeting minutes are recorded and kept.
As we've shown in this post, change is inevitable in every project, but it's
also completely doable. Prioritising the proposed change and being familiar with
the processes for managing change are both crucial in change management.

EXAMPLES OF ORGANIZATION CHANGE:

1. Missionary changes
2. Strategic changes
3. Operational changes (including Structural changes)
4. Technological changes
5. Changing the attitudes and behaviors of personnel

Organisation Change Management, an interdisciplinary field that has

developed out of academic study, should start with a thorough assessment of the
present state of affairs to ascertain the need of change as well as the capacity for
change. A Change Management strategy should include the goals, substance,
and procedure of the change.

A thorough sociological knowledge of leadership styles and group dynamics, as

well as innovative marketing to facilitate communication across change
audiences, may be a part of a change management process. Training programs
are overseen by organisational change management, which also interacts with

17
groups, integrates teams, and aligns expectations. In order to prevent change
failures or rectify difficult change initiatives, it employs performance criteria
including financial outcomes, operational efficiency, leadership commitment,
communication efficacy, and the perceived need for change to develop suitable
solutions.

THE TOP 10 PRINCIPLES FOR LEADING CHANGE:

Attempts to effect change seldom live up to expectations. That usually

happens when leaders don't deal with the fundamental changes in behaviour that
they want. Any endeavour to implement change must adhere to the following
management principles:

18
10. Practice leadership based on the courage to live the change you wish to bring
about.

OVERVIEW OF CHANGE MANAGEMENT:

Researchers and students, particularly those just starting out in the

subject, may find the study and research of change management to be daunting
and perplexing. When it comes to managing change, a lot of concepts from
business, psychology, and engineering are put to use. With the increasing
frequency and criticality of organisational changes, the "change management"
body of knowledge has expanded to include additional expertise from each of
these domains.
This approach may be beneficial in the long run, but it has left many
change leaders bewildered about the true nature of change management. This
lesson will help you understand the background and development of change
management, as well as why it is an essential skill for modern corporate
operations, so that you can put this into perspective and accomplish effective
change management projects.

1.2 STATEMENT OF THE PROBLEM

• According to the research, how much training on change management

is necessary for the participants.
• Observe how people are adjusting to the new workplace.
• In order to learn what makes change project implementation harder or
easier in the company.
• To provide recommendations for enhancing the implementation of the
change management system.

19
 1.3 INDUSTRY PROFILE

A lot of good has come out of India's software sector. Projections for 2008
exports indicate a value close to $60 billion, continuing a 20-year trend of
growth of over 30% each year. More than 60 nations get software services from
India. Of these, 66 percent go to the US, where half of the Fortune 500 are
based.

Because of this industry, India's economic policies were significantly revised,

and the country started to open up. The country has substantial foreign
currency reserves, the market plays a significant role in policymaking, and the
economic liberalisation agenda of successive coalition administrations has not
been budged. However, the benefits are not distributed evenly; the really poor
have seen very little change. Corruption persists in massive bureaucracies, and
high unemployment persists. Although there are still some issues, India's IT
sector and tech-savvy workforce are driving the country's rising economy.

It didn't take long for Indian software companies to go from offshore low-cost
programming to offshore full-stack software development for international
customers. A number of prestigious technical and managerial colleges were
established in India as a result of the country's large supply of technically gifted
individuals, who were in turn recruited to address a critical lack of such
professionals elsewhere. Staff from Indian enterprises were deployed to client
sites in the US because they were English-speaking, trainable, and eager for
greater compensation.

By using their personal networks and prized reputations, Indian experts in

Silicon Valley were able to assist Indian enterprises tap into the rising possibility
of outsourced IT labour. Indians living abroad were able to return to their home
country and establish offshore sites for customers in the United States after the

20
government's assistance in constructing a high-speed data transmission
infrastructure proved the potential of software exports. An image of inexpensive
speed and quality associated with Indian "brands" emerged. Indian businesses
have expanded their service offerings to include product design and information
science (IS) outsourcing, among other new areas of expertise, thanks to their
dedication to improving both quality and efficiency, which has increased
customer value. Numerous companies have achieved the highest levels of
accreditation in response to global demands for quality. The focus is swiftly
shifting to new areas of data protection policies.
The previous text's meaning has been altered or garbled due to the significant
reduction in word count. If you want to know what I mean, look at the
recommendations up there.

A REMARKABLE SUCCESS STORY

Even as recently as 20 years ago, the global perception of India was still that of a
poor, overpopulating nation with low levels of competitiveness. As a result of its
software industry's meteoric rise, India is now a developing nation whose tech-
savvy workforce is constructing an outstanding IT infrastructure. Poor
infrastructure and poverty are still concerns in certain parts of India, although they
are definitely not as prominent as they formerly were.

Above the last 20 years, the industry has had yearly growth of above 30%. In the
late 1980s, exports were approximately $50 million; by 1993, they had increased
to almost $200 million, a growth rate of nearly 30% annually (table 1). Exports of
software increased by 50-60% per year during the dot-com boom of the '90s,
peaking at $6 billion in 2001. Software exports continued to expand at a rate of
over 25% per year even during the notorious 'dot com' crash, which was far faster
than growth in the software sector globally. Today, the software business in India

21
is once again growing at a strong 33% pace, with exports expected to reach
about $60 billion in 2008.

The field known as "information technology" (IT) encompasses all aspects of

creating, deploying, and overseeing information systems that rely on computers
and their associated hardware and software. In its current form, it encompasses
almost every facet of the IT industry. Among the most prominent companies on a
worldwide scale are Microsoft, HP, IBM, and Dell.

Services provided by the Information Technology-Enabled Services (ITES) sector

are made available to many external business sectors via telecommunications
and data networks. Back office administration, consulting on networks, creating
content for websites, and customer support are all examples of business process
outsourcing (BPO).

Factors leading to growth in the IT/ITes sector are:

22
Government Initiatives
The Department of Information Technology (DIT) plans to enhance and expand
current core infrastructure projects in the twelfth Five Year Plan (2012–2017).
These projects will provide greater horizontal connection, develop redundancy
connectivity, conduct energy audits of State Data Centres (SDCs), and more. The
Panchayats will establish an appropriate environment for governance and service
delivery by using the core infrastructure, which includes fibre optic-based
connection, and by setting up an extra 150,000 Common Service Centres
(CSCs).

Internet trends
Cloud computing, e-commerce, and online shopping have lately spurred fast
expansion in the information technology sector. The rise of e-commerce and
online retail has led to a meteoric rise in the popularity of online purchasing.
The Internet and Mobile Association of India (IAMAI) reports that out of over 121
million Internet users in the nation, 17 million engage in online shopping. These
figures are predicted to treble by 2015 as a result of rising internet adoption and
the affordability of personal computers. Branded clothing sales over the internet
almost quadrupled in April 2012, reaching 4.99 million items, compared to 2.54
million the previous year, as reported by IAMAI. Additionally, e-ticketing has been
steadily increasing, with 5.56 million reservations made on irctc.com in April 2012,
up from 2.26 million in April 2011. Access to information at gigabit speeds is now
feasible, thanks to IT. Millions of people in rural and remote areas, who are
impoverished and marginalised, have had their lives changed forever by it.
Through the advent of e-health, e-education, e-agriculture, and other e-
government initiatives, the Internet has brought about revolutionary changes. With
just a few clicks of the mouse, you may now apply for a passport, file your income
taxes, or purchase train tickets online. India's information technology (IT) capacity
is steadily rising, which bodes well for the country's ability to compete on a global

23
scale, strengthen its defence capabilities, and address pressing energy and
environmental issues.

Future prospects
The Indian IT sector has been significantly influenced by globalisation.
Historically, this sector's development has been driven by sectors such as
manufacturing, telecommunications, insurance, banking, and finance, and more
recently, retail. It is becoming more apparent, however, that the climate change,
healthcare, mobile app, energy efficiency, and sustainable energy verticals will
drive the future expansion of information technology and IT-enabled services.
With an increasing number of service providers, both domestic and international,
aiming to tap into new markets and provide affordable, adaptable solutions to
consumers, the Indian IT sector is poised to see a dramatic increase in its
proportion of total technology expenditure in the not-too-distant future.

According to NASSCOM, the information technology industry is projected to bring

in USD 130 billion by 2015, which would have a profound effect on the economy
as a whole. The government, with its emphasis on e-governance, will remain a
substantial spender, while sectors such as healthcare and the automobile
industry are anticipated to see a substantial uptick in IT expenditure.

Software developers and publishers make up this sector of the economy.

Japanese company Nintendo, British firm The Sage Group, and German software
giant SAP are among the major players, along with US-based Activision Blizzard,
IBM, Microsoft, Oracle, and Symantec.
Based on data collected by IDC, software businesses throughout the globe bring
in over $300 billion every year. The Asia-Pacific region is home to the vast
majority of software developers. Part of the production work for several US
software businesses is outsourced to foreign nations due to the high cost of US
programmers.

24
Approximately 8,000 businesses in the United States generate over $150 billion
in yearly sales from the computer software sector. Computer sales and
technological innovation are important factors driving demand.

Software hosting services, software duplication, or software resale are not

considered part of this business.

COMPETITIVE LANDSCAPE

Software product expenditure by businesses is very sensitive to the state of the

US economy. Technical knowledge and good marketing are the two most
important factors in the success of packaged-software businesses. To be
competitive, small software businesses focus on inventing new technologies or
addressing certain niche markets. A lot of smaller businesses team up with bigger
ones to sell more of their wares. About 70% of revenue in the US software
business comes from the 50 biggest corporations. This indicates how
concentrated the sector is.

As to MarketLine, the global software industry surpassed $265 billion in 2010. An

estimated $357 billion will change hands in the industry by 2015, according to
annual growth rates of above 6%. With about $64 billion, or about a quarter of the
total market for systems and application software, the home use and general
business applications segment leads the pack. Software for managing networks
and databases, operating systems, and other systems falls under the former
category, whereas software for the home and office, as well as vertical
applications, are part of the latter.

The software industry is highly globalised, with emerging economies seeing the
quickest growth. There has been a great deal of software industry consolidation
within the last 20 years. A major obstacle for the sector is revenue recognition.

25
Key Market Segments
According to TechNavio, the global business social software market is
projected to have about 18% annual growth from 2010 to 2014. Two factors
driving market expansion are increasing productivity and the use of business
social software for collaboration. An impediment to market expansion might be
the use of social software in the security sector and the workforce.
The worldwide market for 3D animation software is expected to have early growth
of more than 17% from 2010 to 2014, according to TechNavio. The use of 3D
animation in the entertainment sector is fuelling the rise of the market. The
absence of open source software is one of the hurdles to entering new markets.
Autodesk, MAXON Computer, Electric Image, and Side Effects Software are
some of the major companies in this industry.

Global Industry Analysts predicts that by 2017, the worldwide market for content
management software would have grown to about $13 billion. The trend towards
digital content and the advent of data retention laws are the primary forces
propelling the industry forward. With more and more businesses relying on the
web to cultivate customer relationships and raise brand recognition, enterprise
software expenditures have grown. The Asia-Africa region, the Middle East, and
Africa are the most promising areas.
From 2010–2014, the global telecom billing software industry is expected
to increase at a CAGR of around 4.5%, according to TechNavio. The need for
convergent billing is on the increase. A key factor propelling this industry is
inaccurate billing. Ponzi schemes and dormant accounts are stumbling blocks to
penetrating new markets. Oracle, Intec, Convergys, Ericsson, Huawei, and
Oracle are among the major players in this industry.
Global sector Analysts predicts that by 2017, the professional service
automation software sector would have grown to about $8 billion. Despite
cutbacks to IT spending caused by the crisis, the PSA market is thriving because
many businesses are looking to IT solutions to improve resource allocation,

26
service delivery, and company growth. The world's two biggest markets are the
United States and the European Union.
The worldwide market for cloud computing was less than $31 billion in 2011, but
according to Visiongain, it will reach $83 billion by 2016. The broad use of
smartphones is a factor propelling the industry. To reduce expenses, increase
responsiveness to market changes, and shorten time-to-market, businesses are
using cloud services.

Regional Market Share

According to MarketLine, the US software business was worth almost $101 billion in
2010. From 2010 to 2015, the market is projected to increase at a CAGR of over
5%, reaching $126 billion. The main category, network and database management,
accounted for about 25% of the total US software market in 2010 and reached
nearly $25 billion.

MarketLine estimates that the software market in India was over $2.5 billion in 2010.
Forecasts indicate that the market will expand at a CAGR of 14% from 2010 to
2015, reaching over $4.5 billion. At about $565 million, or 25% of the entire market,
network and database administration is the most lucrative category.
In 2010, the software market in China was valued at more than $12.5 billion,
according to MarketLine. Forecasts indicate that the market will reach over $25
billion by 2015, with annual growth of over 15%. With a market value of about $3.5
billion, or over 27% of the total, network and database management is the top
sector.

Industry Leaders
The key players in the global software market include: Symantec, Apple, Adobe,
IBM, Oracle and Microsoft.

27
Market Outlook
Computing is becoming more and more essential to the seamless operation of
day-to-day life for both professionals and individual customers. While businesses
aim to maximise profits by making the most of software, individuals utilise
software for a wide variety of purposes, such as work, organisation, and pleasure.
As more and more companies look for ways to streamline their operations, they
are gravitating towards other market categories. These include cloud computing,
content management software, and professional service automation. Strong
growth across all key categories is likely to continue in the global software
industry.

Because economic uncertainty in their primary outsourcing markets—the United

States and Europe—refuses to go away, software exporters from India are
preparing for another rough year.

The United States may have avoided a catastrophe by avoiding the fiscal cliff, but
there is still a chance of a default on the debt and more cutbacks to expenditure.

According to Phil Fersht, chief executive of HfS Research, a research and

analysis firm based in the US, "We are likely to see some economic tightening in
the U.S. due to higher taxes and spending cuts, which will result in tighter
budgets for many IT departments, especially in the public sector."

28
This also fuels concerns that the difficulties faced by Indian software businesses
in 2012 would persist into 2013. Many of India's outsourcing firms started the
year on a positive note, expressing confidence in their future expansion. Currency
volatility, policy stalemate in India, and economic concerns in the US and Europe
caused several corporations to lower their outlooks as the year went on.

An industry body, the India National Association of Software and Services

Companies, has reduced its export growth prediction for this fiscal year through
March from 11%-14% to 9%-12%. Two of India's leading outsourcing firms also
reduced their profitability projections, pointing to falling investment in technology
as the reason.

The revenue growth target for this fiscal year was reduced from 8%-10% given in
April to at least 5% by Infosys Ltd.500209.BY -0.65%, India's second-largest
software exporter. A software exporter listed on the Nasdaq with over 75% of its
workers located in India, Cognisant Technology Solutions Corp. (CTSH +2.58%)
has reduced its revenue growth objective from 23% set in February to at least
20%. Preliminary data from the business points to a rather modest 16% increase
in sales for 2013.

Management consultant Peter Schumacher of Germany's Value Leadership

Group Inc. predicts that demand will "remain tense" throughout 2013, with the
first half of the year being particularly challenging. Following the summer, "the
demand for IT services in the Nordics, Europe's best-performing region, has
deteriorated notably," he added. "Recovery is likely to be tepid as companies hold
back technology spending and remain cautious without more clarity and certainty
on the political roadmap towards economic reform [in the U.S. and Europe]."

U.S. and European technology expenditure will be sluggish in 2013, according to

Frederic Giron, VP and lead analyst at Forrester Research Inc. (Forrester) in the
United States.

29
An further challenge for Indian service providers might be a possible appreciation
of the rupee against the dollar. Before converting their overseas earnings into
rupees, the majority of outsourcing businesses transfer it into dollars. When
turning foreign earnings into rupees, a strong local currency reduces income.
After a precipitous decline in 2012, Mr. Giron anticipates that the Indian rupee will
"to stabilise and even rise a bit" vs the dollar in 2013.
A downturn in the banking and insurance industry is another obstacle. Financial
services clients such as American Express Co.AXP +1.64% Bank of America
Corp. BAC + 0.84% and Citigroup Inc. C +0.84% have requested the temporary
suspension of work outsourced to Indian software companies, according to
Mumbai-based broking IIFL Capital. Executives at Amex and B of A could not be
reached for comment at the time of this writing. No remark was offered by a
Citigroup spokesperson.

Infosys predicted during a recent analysts' conference that 2013 would be

another tough year for expenditure in the banking industry.

Nevertheless, there are those who believe that companies may increase their
spending on technology in the face of a downturn. According to Mr. Fersht of HfS,
American companies looking to cut IT expenses will be increasing the amount of
agreements they do with Indian corporations.
"Lots of future IT work can be moved to India," he remarks. "A severe economic
slump might hasten the adoption."

1.4 SCOPE OF THE STUDY

Insights gained from this survey may help management gauge employee
satisfaction, which in turn can lead to better decisions on how to boost
productivity and foster positive working relationships among staff.

30
1.5 OBJECTIVES OF THE STUDY

1.6 NEED FOR THE STUDY

31
 CHAPTER 2

REVIEW OF LITERATURE ON CHANGE MANAGEMENT

There are two major schools of thought when it comes to literature on

organisational change: those that focus on improving efficiency inside the company
and those that look at bringing about societal transformation. Instead of focussing
on understanding the processes of organisational change, these two groups
prioritise achieving a certain objective. Market factors have likely played a role in
this, since increasing organisational efficiency has become a profitable business.
There is a demand for this kind of writing from another, smaller but still substantial,
market that is hoping to effect social change. From what I can see in perusing this
material, the focus is too much on making a sale of books and services.

Kurt Lewin's work is the foundational premise of the literature that stresses the need
of attaining organisational efficiency. To better comprehend organisational
transformation, Kurt Lewin put forth the "force field" analytical paradigm. An
organisation is usually in a condition of equilibrium, according to force field analysis.
Both driving and restraining factors have a role in keeping an organisation stable.
What makes a desired organisational change possible are the driving factors. The
limiting factors are responsible for maintaining the organization's balance. The
organisation will not change if the two forces are balanced. When one of these
forces becomes imbalanced, meaning greater than the other, change happens. The
organisation returns to its original equilibrium condition once the change has taken
place, reflecting the new state of affairs.

If one follows Lewin's model to its natural conclusion, the model predicts that the
desired change will be achieved by an intervention that either boosts the driving
forces or decreases the restraining factors. Although intervention tactics vary across
authors, they have commonalities. The fundamental components of a formula-
based approach for organisational transformation are as follows.

32
1. Determining the need to change

2. Development of a vision

3. Consensus building

4. Identify barriers to implementation

5. Walk the talk

6. Creating an overall change strategy

7. Implementation and Evaluation

A New York consulting business called Gateway Information Services

claims that employee resistance is the reason for the failure of 70% of change
projects. When it comes to comprehending the dynamics of organisational
change, the legitimacy of different intervention tactics should be critically
questioned due to their poor track records. Criticising the organisation change
theory that backs questionable intervention tactics is a sensible next step. There
are two main ideas that make up Lewin's model of organisational transformation.
The first is the idea that in its most basic form, a company is immutable. This
condition is "frozen," according to Lewin. When an organisation is evolving, it may
be shaped and changed; in other words, it "thaws" before returning to its original,
immobile condition. The second is that it is possible to effectively split a company
in half. There is one that is open to change and one that is resistant to it. Neither
of these ideas seems to have much traction in the real world of organisations.

In the second set of works on the topic of organisational transformation, the

emphasis is on societal transformation. The backing of upper management is not
necessary for the implementation of this corpus of literature, in contrast to
interventions based on Lewin's theory. Actually, it often presumes that anyone
seeking to bring about change may anticipate the direct resistance of individuals

33
"in power."
When it comes to understanding how a company handles change, this
perspective is more competitive and provides superior information. Power,
leadership, management, authority, social control, cultural transformation, and
vision are the components necessary for an organisation to operate efficiently.
How important each of these factors is to the organisation as a whole determines
their relative importance. Keep in mind that the relative importance of these
factors changes when new requirements emerge. When a visionary takes action,
change happens. Unlike the majority of employees, the visionary thinks on the big
picture.

Research by Roseabeth Kanter suggests that employees feel helpless to effect

organisational change regardless of their position within the company. Naturally,
one's point of view determines this. Those at the top are far from helpless in the
eyes of those at the bottom. The top brass, however, are well-aware of the
trappings of power but lack the actual authority to make major changes to the
company. Those who find themselves in the centre have a bird's-eye perspective
of authority from both the top and the bottom. All of these perspectives are valid,
in my opinion, and must be included by any genuine theory of organisational
transformation.

34
 CHAPTER 3
RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN:

The research design serves as the blueprint or primary structure for
carrying out the study. It lays forth the rules for doing research. The study plan
details how data will be gathered and analysed. The main data collection will
follow a descriptive research strategy.

3.2 DATA COLLECTION:

The data relevant to problem identified is available in two forms.
They are:
1. Primary data
2. Secondary data

➢ PRIMARY DATA:

Primary data consists of information gathered directly from sources and does not
already exist. According to the selected difficulty, it must be accumulated wealth.
In order to get primary data from the chosen respondents, the observation
technique is used. In order to do this, we use the direct face-to-face interview
technique to get information from the participants. The information gathered from
the main sources will be organised into simple tables in a logical and sequential
manner.

➢ SECONDARY DATA:

Secondary data refers to information that has previously been collected and
analysed statistically. Secondary sources may be gathered for a variety of
purposes, such as databases, online resources, business publications, etc. in
addition to this information, the top publications in the fields of human resource

35
management and organisational development will also be consulted for this
research.

3.3 TOOLS FOR DATA COLLECTION:

The data from the sample respondents were mostly collected via a
questionnaire. To that end, we will be preparing a well-structured questionnaire to
distribute to residents in the research region in order to gather their data.

3.4 CONSTRUCTION OF QUESTIONNAIRE:

Through these interviews, we were able to glean the most important
information for our study. After sending out the questionnaire to the research
professionals, we want to revise it based on their feedback, recommendations,
and any specific instructions they may have.

3.5 PRETEST:
After the construction of questionnaire it is plan to pre test with more than
20 respondents. After pre-test, necessary modifications will be update with the
questionnaire.

3.6 SAMPLING PLAN:

It is up to the researcher to decide how and when to gather data from the
respondents. Roughly 1200 people filled out the survey in this research region.
Using a convenience selection approach, 120 respondents (10% each) were
chosen from the whole population.

STATISTICAL TOOLS:
For analysis: Percentage method
For hypothesis testing: Chi-square test method

36
 CHAPTER 4
DATA INTERPRETATION AND ANALYSIS
Analysis for demographic variables

TABLE 1: GENDER

CHART 2: GENDER

INFERENCE
The data in the table above suggests that men make up 62% of the total
responders and females 38%. This survey is skewed towards men.

TABLE 2: AGE

37
CHART 2: AGE

INFERENCE
As shown in the table above, 34% of the respondents fall within the 31–35
age bracket, while 29% fall within the 26–30 age bracket. People between the
ages of 31 and 35 make up the bulk of the responders.

TABLE 3: MARITAL STATUS

38
CHART 3: MARITAL STATUS

INFERENCE
Based on the data in the table, it seems that 55% of the participants are
married and 45% are single. Being married is the most common answer.

TABLE 4: YEAR OF SERVICE

39
CHART 4: YEAR OF SERVICE

INFERENCE
Based on the data in the table, it seems that 40% of the respondents had more
than 30 years of service, while 32% have 20-30 years of service. Respondents
with more than 30 years of experience predominate.

TABLE 5: QUALIFICATION

40
CHART 5: QUALIFICATON

INFERENCE
Looking at the data in the table, we can see that 33% of the staff have post-
graduate degrees and 29% have IIT degrees. Graduates make up the bulk of the
staff.

Analysis for Organization Change

1. Are you satisfied with the changes made in the organization?

41
 Percentage (%)

60

50

40

30

20

10
0
Highly Satisfied To some Dissatisfied Highly
satisfied extent dissatisfied

Inference: - The data in the table above suggests that 5.667% of workers are
content with the changes that have been implemented at their company, while
20% are somewhat satisfied, 15% are extremely satisfied, 5.83% are unhappy,
and 2.5% are extremely unhappy. After much deliberation, it has been
determined that the majority of staff are OK with the organisational adjustments.

2. Are you satisfied with the changed rules and regulations of the organization?

42
 Percentage (%)
70
60

50
40
30
20

10
0
Highly Satisfied To some Dissatisfied Highly
satisfied extent dissatisfied

Inference: - In regards to the revised policies and procedures of the company,

the data presented in the table indicate that 61.66 percent of workers are content
with them, 19.17 percent are somewhat satisfied, 10.83 percent are extremely
satisfied, 6.67 percent are unhappy, and 1.67 percent are extremely unhappy. In
the end, it was determined that most workers are happy with the new policies and
procedures put in place by the company.

3. Are you satisfied with the top management’s participation in the change
project?

43
 Percentage (%)

60

50

40

30

20

10
0
Highly satisfied Satisfied To some Dissatisfied Highly
extent dissatisfied

Inference: - It can be inferred from the data presented above that half of the
employees are content with the level of involvement of top management in the
change project, with 31.66 percent being extremely satisfied, 11.67% being
somewhat satisfied, and 6.67 percent being thoroughly dissatisfied. The majority
of workers are pleased with the level of involvement from upper management in
the transformation initiative, as a final conclusion.

4. Are you satisfied with the change procedures implemented?

44
 Percentage (%)

60

50

40

30

20

10
0
Highly Satisfied To some Dissatisfied Highly
satisfied extent dissatisfied

Inference: - In summary, the data in the table show that 54.17 percent of workers
are happy with the way their company handles change, while 32.5 percent are
only somewhat satisfied, 8.33 percent are extremely satisfied, 2.5 percent are not
happy at all, and 2.5 percent are totally unhappy. At the end of the day, it's clear
that most workers are happy with the way the company has handled the
transition.

5. Are you satisfied with the changed working conditions in the organization?

45
 Percentage (%)

70
60
50
40

30
20

10

0
Highly Satisfied To some Dissatisfied Highly
satisfied extent dissatisfied

Inference: - The data in the table above suggests that, overall, 58.33% of
workers are happy with the recent changes to their working conditions at the
company. Another 16.67% are somewhat satisfied, 12.5% are very satisfied,
8.33% are unhappy, and 4.17% are extremely unhappy. In the end, it was
determined that most workers are happy with the new working circumstances at
their company.

6. Are you satisfied with the tools & techniques used for the technological change
management system?

46
 Percentage (%)

70

60

50

40
30
20

10

0
Highly Satisfied To some Dissatisfied Highly
satisfied extent dissatisfied

Inference: - If we extrapolate the data from the table above, we find that 58.34%
of workers are happy with the technological change management system's tools
and techniques, while 33.33% are extremely happy, 5% are somewhat satisfied,
2.5% are unhappy, and 0.83% are very unhappy. In the end, it was determined
that the majority of workers are happy with the technological change
management system's tools and procedures.
7. Are the changes satisfied the employee & customer perspective?

47
 Percentage (%)

60

50

40

30

20

10
0
Highly Satisfied To some Dissatisfied Highly
satisfied extent dissatisfied

Inference: - The data in the table above suggests that, from the standpoint of
both employees and customers, half of the workforce is somewhat content with
the changes implemented, while 36.7% are satisfied, 8.3% are extremely
satisfied, and 5% are not happy. It follows that, from both the employee and
consumer points of view, the majority of staff members are content with the
adjustments implemented.

48
8. Are you satisfied with the training program conducted by the organization for
the change project?

Percentage (%)
80
70
60
50
40
30
20
10
0
Highly Satisfied To some Dissatisfied Highly
satisfied extent dissatisfied

Inference: - Based on the data in the table, it appears that 69.17% of employees
are happy with the training program for the technological change management
system, 16.67% are very satisfied, 10.33% are satisfied to a certain degree, and
3.3% are unhappy with the program. The training program for the technical
change management system was ultimately deemed successful by the majority of
personnel.

49
TABLE 9: IS THERE IS ANY KIND OF IMPACT DO THESE CHANGES TEND
TO HAVE?

Inference: - The data in the table above suggests that although 25% of
workers feel that changes are necessary, 75% feel that no adjustments have
much of an effect. The majority of workers believe that no changes are likely to
have an effect and stay.

50
TABLE 10: DO THE CHANGE APPROVAL EASILY OBTAINED?

Series 1, Strongly
Disagree , 43 Series 1,
Disagree, 33
Series 1, Neither
agree nor
Series 1, Strongly
disagree, 12 Series 1, Agree, 7 Agree , 5
Series 1, , 0
Inference: - According to the data in the table, 43% of workers are in strong
disagreement with the statement that change permission is readily acquired,
while 33% are in disagreement with the statement. The majority of workers firmly
disputed that the consent for the move was readily gained, as a final conclusion.

51
TABLE 11: DO THIS CHANGE DONE FOR A PERMANENT TIME PERIOD?

Inference: - According to the data in the table, 27% of workers are content with
the change that has been implemented for the long term, and 40% are very
satisfied. At the end of the day, it's clear that most workers are pleased with the
long-term improvement.

52
TABLE 12: ARE YOU SATISFIED WITH ANY SITUATIONS THAT INTERFERE
WITH THE TECHNOLOGICAL CHANGE MANAGEMENT PROCEDURE?

CHART 12: ARE YOU SATISFIED WITH ANY SITUATIONS THAT

INTERFERE WITH THE TECHNOLOGICAL CHANGE MANAGEMENT
PROCEDURE?

Inference: - According to the data in the table, 43% of workers are very content
with the circumstances that hinder the technological change management
process, while 38% are satisfied with the same aspect. As a conclusion, it is clear
that most workers are pleased with the circumstances that hinder the process of
technological change management.

53
 TABLE 13: ARE YOU SATISFIED WITH THE ORGANIZATION CHANGE IS
EXPERIENCED BY THE EMPLOYEES?

CHART 13: ARE YOU SATISFIED WITH THE ORGANIZATION CHANGE IS

EXPERIENCED BY THE EMPLOYEES?

Inference: - According to the data in the table, 40 percent of workers are pleased
with the organisational change they've experienced, while 26 percent are just
somewhat happy. The majority of workers are pleased with the organisational
transformation, as a conclusion is drawn.

54
TABLE 14: DO THE CHANGE BENEFITED ALL THE LEVEL OF EMPLOYEES
IN THE ORGANIZATION?

CHART 14: DO THE CHANGE BENEFITED ALL THE LEVEL OF

EMPLOYEES IN THE ORGANIZATION?

Inference: - According to the data in the table, 63% of workers think that the
change was good for everyone at the company, while 24% are against the move.
We may assume that the modification was beneficial for everyone's job since
most workers felt it.

55
 TABLE 15: DO THE CHANGE BENEFITED THE ORGANIZATION?

CHART 15: DO THE CHANGE BENEFITED THE ORGANIZATION?

Inference: -From the above table it is inferred that 73% employees have said that
change benefited the organization and 27% of employees does not change with
this. Finally it is concluded that majority of employees have said that the change
benefited the organization.

56
 TABLE 16: ARE YOU SATISFIED WITH THE TECHNOLOGICAL CHANGE
MANAGEMENT TASKS ARE MONITORED?

CHART 16: ARE YOU SATISFIED WITH THE TECHNOLOGICAL CHANGE

MANAGEMENT TASKS ARE MONITORED?

Inference: -From the above table it is inferred that 47% employees strongly
disagree that the technological change management tasks are monitored and 31%
of employees disagree with this. Finally it is concluded that majority of employees
strongly disagree that the technological change management tasks are monitored.

57
TABLE 17: IS THEIR A DEDICATED TEAM OF MEMBERS THAT ARE
HAVING THE SOLE RESPONSIBILITY TO MONITOR THE IMPACT OF
CHANGE?

CHART 17: IS THEIR A DEDICATED TEAM OF MEMBERS THAT ARE

HAVING THE SOLE RESPONSIBILITY TO MONITOR THE IMPACT OF
CHANGE?

Inference: -From the above table it is inferred that 35% employees highly
satisfied with that there are sole responsibility teams to monitor the impact of
change and 30% of satisfied with that there are sole responsibility teams to monitor
the impact of change. Finally it is concluded that majority of employees highly
satisfied with that there are sole responsibility teams to monitor the impact of
change.

58
 TABLE 18: ARE YOU SATISFIED WITH THE MOTIVATED TOWARDS THE
TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM?

CHART 18: ARE YOU SATISFIED WITH THE MOTIVATED TOWARDS THE
TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM?

Inference: -From the above table it is inferred that 38% employees satisfied
that they were motivated towards the change project and 37% of employees highly
satisfied with this. Finally it is concluded that majority of employees satisfied that
they were motivated towards the change project.

59
TABLE 19: ARE THERE ANY ALTERATIONS THAT NEED TO BE MADE TO
THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM?

CHART 19: ARE THERE ANY ALTERATIONS THAT NEED TO BE MADE TO

THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM?

Inference: -From the above table it is inferred that 57% employees does not agree
that the alterations need to be made to the technological change management
system and 27% of employees said that the alterations need to be made to the
technological change management system. Finally it is concluded that majority of
employees does not agree that the alterations need to be made to the
technological change management system.

60
 TABLE 20: IS THERE ANY LEVEL OF EMPLOYEES WHO ARE AFFECTED
BY THIS TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM?

CHART 20: IS THERE ANY LEVEL OF EMPLOYEES WHO ARE AFFECTED

BY THIS TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM?

Inference: -From the above table it is inferred that 80% employees said that
the level of employees were affected by this technological change management
system and 17% of employees does not agree with this. Finally it is concluded that
majority of employees said that the level of employees were affected by this
technological change management system.

61
 TABLE 21: DO YOU CONSIDER THE TECHNOLOGICAL CHANGE
MANAGEMENT SYSTEM AS AN EFFECTIVE ONE?

CHART 21: DO YOU CONSIDER THE TECHNOLOGICAL CHANGE

MANAGEMENT SYSTEM AS AN EFFECTIVE ONE?

Inference: -From the above table it is inferred that 38% employees highly
satisfied with the technological change management system as an effective one
and 32% of employees satisfied with the technological change management
system as an effective one.Finally it is concluded that majority of employees highly
satisfied with the technological change management system as an effective one.

62
TABLE 22: IS THE SKILL LEVEL OF THE EMPLOYEES AFFECTED
COMPETENCIES OF THE TECHNOLOGICAL CHANGE MANAGEMENT
SYSTEM?

CHART 22: IS THE SKILL LEVEL OF THE EMPLOYEES AFFECTED

COMPETENCIES OF THE TECHNOLOGICAL CHANGE MANAGEMENT
SYSTEM?

Inference: -From the above table it is inferred that 56% employees said that
the skill level of the employees did not affect competencies of the technological
change management system and 27% of employees said that the skill level of the
employees affect competencies of the technological change management system.
Finally it is concluded that majority of employees said that the skill level of the
employees did not affect competencies of the technological change management
system.

63
TABLE 23: DOES THE TECHNOLOGICAL CHANGE MANAGEMENT
SYSTEM IMPROVE THE CAREER OF EMPLOYEES?

CHART 23: DOES THE TECHNOLOGICAL CHANGE MANAGEMENT

SYSTEM IMPROVE THE CAREER OF EMPLOYEES?

Inference: -From the above table it is inferred that 38% employees strongly
disagree that the technological change management system will improve the
career of the employees and 32% of employees disagree with this. Finally it is
concluded that majority of employees strongly disagree that the technological
change management system will improve the career of the employees.

64
TABLE 24: ARE YOU ADAPTED TO THE CHANGE PROJECT?

CHART 24: ARE YOU ADAPTED TO THE CHANGE PROJECT?

Inference: -From the above table it is inferred that 47% employees highly
satisfied that they were adapted to the change project and 38% of employees
satisfied with this. Finally it is concluded that majority of employees highly satisfied
that they were adapted to the change project.

65
 TABLE 25: DO YOU BELIEVE TECHNOLOGICAL CHANGE MANAGEMENT
SYSTEM AS A NECESSARY ONE TO THE ORGANIZATION?

CHART 25: DO YOU BELIEVE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM AS

A NECESSARY ONE TO THE ORGANIZATION?

Inference: -From the above table it is inferred that 38% employees strongly disagree that the
technological change management system as a necessary one to the organization and 32% of
employees disagree with this. Finally it is concluded that majority of employees strongly
disagree that the technological change management system as a necessary one to the
organization.

66
 STATISTICAL TOOLS AND ANALYSIS

CHI- SQUARE TEST I – (ψ2)

Chi-square is the sum of the squared difference observed (o) and the expected (e)
data (or the deviation, d), divided by the expected data in all possible categories.

Null hypothesis (Ho):

There is no relationship between the changes made in the
organization and the changed rules and regulations in the organization.
Alternate hypothesis (H1):
There is relationship between the changes made in the organization
and the changed rules and regulations in the organization.

67
 Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
THECHANGESMAD % within 72.2 27.8 .0% .0% .0% 10
EINTHEORGANIZA THECHA % % 0.
TION NGESMA 0
DEINTHE %
ORGANIZ
ATION
% within 100. 6.8% .0% .0% .0% 15
THECHA 0% .0
NGEDRU %
LESANDR
EGULATI
ONSINTH
EORGANI
ZATION
% of Total 10.8 4.2% .0% .0% .0% 15
% .0
%
Satisfied Count 0 68 0 0 0 68
% within .0% 100. .0% .0% .0% 10
THECHA 0% 0.
NGESMA 0
DEINTHE %
ORGANIZ
ATION
% within .0% 91.9 .0% .0% .0% 56
THECHA % .7
NGEDRU %
LESANDR
EGULATI
ONSINTH
EORGANI
ZATION
% of Total .0% 56.7 .0% .0% .0% 56
% .7
%

67
 Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
To Some Count 0 1 23 0 0 24
Extent % within .0% 4.2% 95.8% .0% .0% 10
THECHA 0.
NGESMA 0
DEINTHE %
ORGANIZ
ATION
% within .0% 1.4% 100.0% .0% .0% 20
THECHA .0
NGEDRU %
LESANDR
EGULATI
ONSINTH
EORGANI
ZATION
% of Total .0% .8% 19.2% .0% .0% 20
.0
%
Dissatisfied Count 0 0 0 7 0 7
% within .0% .0% .0% 100. .0% 10
THECHA 0% 0.
NGESMA 0
DEINTHE %
ORGANIZ
ATION
% within .0% .0% .0% 87.5 .0% 5.
THECHA % 8
NGEDRU %
LESANDR
EGULATI
ONSINTH
EORGANI
ZATION

68
 Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
% of Total .0% .0% .0% 5.8% .0% 5.
8
%
Highly Count 0 0 0 1 2 3
dissatisfied % within .0% .0% .0% 33.3 66.7% 10
THECHA % 0.
NGESMA 0
DEINTHE %
ORGANIZ
ATION
% within .0% .0% .0% 12.5 100.0% 2.
THECHA % 5
NGEDRU %
LESANDR
EGULATI
ONSINTH
EORGANI
ZATION
% of Total .0% .0% .0% .8% 1.7% 2.
5
%
Total Count 13 74 23 8 2 12
0
% within 10.8 61.7 19.2% 6.7% 1.7% 10
THECHA % % 0.
NGESMA 0
DEINTHE %
ORGANIZ
ATION

69
 Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
% within 100. 100. 100.0% 100. 100.0% 10
THECHA 0% 0% 0% 0.
NGEDRU 0
LESANDR %
EGULATI
ONSINTH
EORGANI
ZATION
% of Total 10.8 61.7 19.2% 6.7% 1.7% 10
% % 0.
0
%

Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 384.257 16 .000
a

Likelihood Ratio 231.628 16 .000

Linear-by-Linear 109.977 1 .000
Association
N of Valid Cases 120
a. 20 cells (80.0%) have expected count less than 5.
The minimum expected count is .05.

70
Degree of Freedom= (r-1) *(c-1)
= 4*4= 16
Calculated value = 384.257

Tabulated value = 26.30

Z = Z cal >Z tab

Z= 384.257>26.30

Hence, the Alternate hypothesis [H1] is accepted

INFERENCE:
Since the calculated value is greater than the tabulated value, we
accept the alternate hypothesis and hence there is a relationship between the

71
changes made in the organization and the changed rules and regulations in the
organization.

ONE-WAY ANOVA CLASSIFICATION

Null hypothesis (Ho):
There is a significance difference between the kind of impact
changes tend to have and satisfied the employees and customer perspective.
Alternate hypothesis (H1):
There is no significance difference between the kind of impact
changes tend to have and satisfied the employees and customer perspective.

Descriptives
KINDOFIMPACTCHANGESTENDTOHAVE
95%
Confidence
Interval for
Mean
Low
Std. er
Me Deviat Std. Boun Upper Maximu
N an ion Error d Bound Minimum m
Highly 10 1.0 .000 .000 1.00 1.00 1 1
Satisfied 0
Satisfied 44 1.6 .471 .071 1.54 1.83 1 2
8
To Some 60 2.0 .000 .000 2.00 2.00 2 2
Extent 0
Dissatisfi 6 3.0 .000 .000 3.00 3.00 3 3
ed 0
Total 120 1.8 .479 .044 1.76 1.94 1 3
5

72
 Test of Homogeneity of Variances
KINDOFIMPACTCHANGESTENDTOHA
VE
Levene
Statistic df1 df2 Sig.
160.708 3 116 .000

ANOVA
KINDOFIMPACTCHANGESTENDTOHAVE
Sum of Mean
Squares df Square F Sig.
Between 17.755 3 5.918 71.920 .000
Groups
Within Groups 9.545 116 .082
Total 27.300 119

73
Tabulated value = 3.95
Calculated value= 71.920

F = F cal >F tab F=71.920> 3.95

Hence, the Alternate hypothesis [H1] is accepted.

INFERENCE:
The calculated value of F is greater than the tabulated value. Hence, we reject the
null hypothesis and conclude that there is no significance difference between the
kind of impact changes tend to have and satisfied the employees and customer
perspective.

74
 CHAPTER 5
ANALYSIS USING KARL PEARSON’S CORRELATION
Correlation analysis is the statistical tool used to measure the degree to which
two variables are linearly related to each other. Correlation measures the degree
of association between two variables.
Null hypothesis (H0):
There is positive relationship between the change approval easily
obtained and changes done for a permanent period.
Alternate hypothesis (H1):
There is negative relationship between the change approval easily
obtained and changes done for a permanent period.

Correlations
CHANGES
THECHAN DONEFOR
GEAPPRO APERMAN
VALEASILY ENTPERIO
OBTAINED D
THECHANGEAPPR Pearson 1 .925**
OVALEASILYOBTAI Correlation
NED Sig. (2-tailed) .000
N 120 120
CHANGESDONEFO Pearson .925** 1
RAPERMANENTPE Correlation
RIOD Sig. (2-tailed) .000
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).

= .925
INFERENCE:
Since r is positive, there is positive relationship between the change
approval easily obtained and changes done for a permanent period.

75
 5.1 FINDINGS

• As a whole, 71.67 percent of workers are content with the company's

recent transformation.
• The revised policies and procedures have been well-received by 72.49
percent of workers.
• Eighty-one point six percent of workers are pleased or very happy with the
level of involvement from upper management in the transformation
initiative.
• With the new work environment, 70.83 percent of workers are happy.
• The improvements made according to employee and customer viewpoint
have left half of the workforce somewhat happy.
• The majority of workers (66.67 percent) feel that the process for managing
technological development is unaffected by external factors.
• Seventy-five percent of workers have reported having seen the
organisational shift firsthand.
• The majority of workers (61.67% to be exact) feel that the adjustment was
good for everyone in the company.
• A whopping 93.33 percent of workers felt the shift was for the better.
• In order to track how changes are affecting the company, 76.67 percent of
workers feel that no dedicated teams are in place.
• The majority of workers (51.67% to be exact) think the modification project
needs some tweaks.
• According to 65% of workers, the technological change management
system's competences were unaffected by workers' skill levels.
• An overwhelming majority of workers (80.83%) believe that the technology
change management system will have a positive impact on their career
advancement.
• The majority of workers (81.67%) see the company's technology change
management system as essential.

68
 5.2 SUGGESTIONS

• Top management should take the required steps to increase employee

satisfaction with the change processes as a large portion of the workforce is
happy with them to a certain degree.
• It is recommended that organisations aim to increase employee satisfaction
by considering customer and employee expectations and needs when
making changes, since a large portion of employees are satisfied with the
changes made from their perspective.
• The findings indicate that a significant portion of the workforce is resistant to
change approval processes; so, upper management should take note of
this issue and implement adjustments as needed.
• It has been proposed that the organisation designate a single accountable
team to oversee all organisational changes, as most workers have voiced
their concern that this lack of oversight causes change programs to fail.
• Considering that a large portion of the workforce thinks the modification
project needs tweaking, it's recommended that the company figure out what
needs fixing and then modify it accordingly.

69
5.3 LIMITATION OF THE STUDY

70
 5.4 CONCLUSION

Analysis of the organization's management of technological transformation

is a core competency of the company. According to the results of this research,
the capacity of an organization's workforce to adapt to change is crucial to the
success of the business or organisation.

Organisational harmony, increased profits, and enhanced productivity are all

outcomes of well-managed technology development. Management should so
strive for improved technical change management inside the company.

71
 REFERENCES
ANEXXURE

BIBLIOGRAPHY

Text Books:

➢ P.Subba Rao, 2008, PERSONNEL AND HUMAN RESOURCE

MANAGEMENT, 3rd edition, Himalaya publishing house pvt ltd,
Mumbai.
➢ Aswatappa, HUMAN RESOURCE MANAGEMENT
➢ Wayne F.Cascio, MANAGING HUMAN RESOURCE, 7th edition, Tata
Mc Grew Hill publishing co.ltd, New Delhi.
➢ Dr. Niranjan Sengupta and Dr. Mousumi S Bhattacharya,
INTERATIONAL HUMAN RESOURCE MANAGEMENT
➢ Mirzas Saiyadain, 3rd edition, HUMAN RESOURCE MANAGEMENT

Web Site:

➢ www.citehr.com
➢ www.emeralsarticle.com
➢ www.iloveindia.com
➢ www.scribd.com

72
 STUDY ON ORGANISATION CHANGE TO EMPLOYEE COMMITMENT
ANNEXURE -1 QUESTIONNAIRE

GENDER : Male Female

AGE : 20-25 26-30 31-35 36-40 above 41

MARITAL STATUS: married unmarried

YEAR OF SERVICE: 0-2yrs 2-5yrs 5yrs and above.

QUALIFICATION : 12th std DIPLOMA UG PG

1) Are you satisfied with the changes made in the organization?

a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied
`
2) Are you satisfied with the changed rules and regulations of the organization?
a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

3) Are you satisfied with the top management’s participation in the change
project?
a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

4) Are you satisfied with the change procedures implemented?

a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

5) Are you satisfied with the changed working conditions in the organization?

73
a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied
6) Are you satisfied with the tools & techniques used for the technological change
management system?
a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

7) Are the changes satisfied the employee & customer perspectives?

a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

8) Are you satisfied with the training program conducted by the organization for
the change project?
a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied
9) Is there is any kind of impact do these changes tend to have?
a) Yes
b) No
c) Not sure

10) Do the change approval easily obtained?

a) Strongly Disagree b) Disagree c) Neither agree nor disagree d)Agree e)
Strongly Agree

11) Do this change done for a permanent time period?

a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

12) Are You satisfied with any situations that interfere with the technological
change management procedure?
a) Highly satisfied b) satisfied e) Highly Dissatisfied

74
c) To some extent d) Dissatisfied

13) Are you satisfied with the organization change is experienced by the
employees?
a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

14) Do the change benefited all the level of employees in the organization?
a) Yes
b) No
c) Not sure

15) Do the change benefited the organization?

a) Yes
b) No

16) Are you satisfied with the technological change management tasks are
monitored?
a) Strongly Disagree b) Disagree c) Neither agree nor disagree d)Agree e)
Strongly Agree

17) Is their a dedicated team of members that are having the sole responsibility
to monitor the impact of change?
a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

18) Are you satisfied with the motivated towards the technological change
management system?
a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

75
19) Are there any alterations that need to be made to the technological change
management system?
a) Yes
b) No
c) Not Sure

20) Is there any level of employees who are affected by this technological
change management system?
a) yes
b) no
c) Not sure

21) Do you consider the technological change management system as an

effective one?
a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

22) Is the skill level of the employees affected competencies of the technological
change management system?
a) Yes
b) No
c) Not sure

23) Does the technological change management system improve the career of
employees?
a) Strongly Disagree b) Disagree c) Neither agree nor disagree d)Agree e)
Strongly Agree

24) Are you adapted to the change project?

a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied

76
25) Do you believe technological change management system as a necessary
one to the organization?
a) Strongly Disagree b) Disagree c) Neither agree nor disagree d)Agree e)
Strongly Agree

77
145 Report
ORIGINALITY REPORT

28 %
SIMILARITY INDEX
23 %
INTERNET SOURCES
3%
PUBLICATIONS
10%
STUDENT PAPERS

PRIMARY SOURCES

1
sist.sathyabama.ac.in
Internet Source 21%
2
Submitted to University of Sunderland
Student Paper 1%
3
Hafinaz, R Hariharan, R. Senthil Kumar.
"Recent Research in Management, Accounting
<1%
and Economics (RRMAE) - A case study on
Recent Research in Management, Accounting
and Economics", Routledge, 2025
Publication

4
Submitted to Mountbatten Internship
Program
<1%
Student Paper

5
healthdocbox.com
Internet Source <1%
6
Submitted to Glasgow Caledonian University
Student Paper <1%
7
thesis.miuc.ac.ke
Internet Source <1%
8
Sai Kiran Oruganti, Dimitrios A Karras, Srinesh
Singh Thakur, Janapati Krishna Chaithanya,
<1%
Sukanya Metta, Amit Lathigara. "Digital
Transformation and Sustainability of
Business", CRC Press, 2025
Publication

9
Submitted to The University of
Wolverhampton
<1%
Student Paper

10
Submitted to University of Leicester
Student Paper <1%
www.coursehero.com