Investigation of the relationship between elements of change management with Staff Performance effectiveness (National Bank)

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1 Journal of Renewable Natural Resources Bhutan ISSN: Investigation of the relationship between elements of change management with Staff Performance effectiveness (National Bank) Seyed Mohammad Mirian Aghdam 1, Seyyed Ali Seyyed Pour 2, Ahmad Morshedi 3 1,2 Department of Management, Islamic Azad University, Tabriz Branch, Tabriz, Iran. 3 Department of Management, Shahid Beheshti University, Tehran, Iran. ABSTRACT: The main aim of the following research is to Investigate the relationship between the change management elements with Staff Performance effectiveness. The research methodology employed in this research is descriptive and correlation. The statistical Society of the research is the of the National Bank city of Marand. In the present study, the method of determining sample size is Total number (enumeration). The research data gathering tool is questionnaire and a reliability of 87% is calculated. To Analyse the results, Kolmogorov- smirnov non-parametric test and Pearson correlation were used. According to this study it can be concluded that the elements of change management are very impressive on the effectiveness of performance. The results of hypothesis test indicated that among the all factors strategy and leadership are prominently related to the effectiveness of performance. Key words: Change management, Change Management Tools ( leadership- Strategy- mission), Resources capacity- Evaluation and performance Effectiveness- optimal management of facilities and resources) INTRODUCTION The change is an essential issue. If any systems be static and fixed, after a while they will be destroyed, due to positive entropy law. For the prevention of death and destruction, it is necessary to inject negative entropy and this is the dynamics, flexibility and reaction reliability in the variable environment. In a period of time, the need for a practical approach to the theory of behavioral makes concepts called evolution management. Researchers such as Kurt Lewin, Likert, Robert Blake, Jane Mouton, Larry Greiner, tried to answer two following questions. 1) many of behavioral issues emerged in the organization had Non-behavioral reasons. 2) management isn t always thinking about having fixed position and so in order to answer environmental requirements, it needs to be changed. In order to reply these two questions, an issue was proposed as the improvement and renovation of organizations that primarily was introduced as an organizational development concepts and then organizational change management. (Mamie zadeh. 2012) Change management: It is documentation of existing conditions in order to mark the considered situation. In discussing of change management, organizational change managing is an

2 important issue. It is a fact that the foundation of any organization is based on meeting their needs and since human need is changing constantly and it tends to the new requirements, so always there is the need for change in the organizations and management of this developments is essential(dr. Mamie zadeh. 2004). Organizational change is moving from the known to the unknown. The reaction of persons to the change is in three kinds: 1- Embracing of system change, 2- Indifference to system change, 3- Resistance to change. The role of management in this regard is making the changes in employee behavior, so that employees have welcomed the changes and improvements in the Organization's status is achieved (Rahmani and Nasr abadi, 2003). So it can be said: organization change is the planned and systematic process that by using the values and principles of behavioral science in organizations is following to increase the individual and organizational effectiveness (Asghar Zomorodian, 2004). Based on the researcher s results in the service organizations, Change management elements are the most important issues that affect effectiveness of individual s performance. The performance effectiveness is a combination of two words, effectiveness and performance. Effectiveness means the degree and level of achievement to the determined targets. In other words, effectiveness shows that in what extent done efforts have resulted in desired outcomes. Effectiveness is an overall concept. To put it simply, effectiveness can be called "doing right things". But concept of performance is beyond the data and outputs and it is completing tasks of organizations undertaken by human resources (Kasyku, 1989). In line with this definition, in order to clarify the issue we can define change management elements: - Mission: The mission is the existence reason of the organization. - Strategy: organizational strategy is determining its work and activities kind of current and future and is determined by senior management and often in collaboration with the lower-level managers. - Rules and regulations: Set of guidelines and instructions that are written and all items that are customary to be done in an organization (Esfandiyar saadat, 2010). - Leadership: Influence on people to perform the task willingfully. Transformational leaders are who inspire to his followers, give them a good sense and guide them in a way that organizations benefits are provided (Seyedmahdialvani, 2008). - Individual performance: Individual performance is a function of ability, motivation, opportunities and performance, job recognition, organizational support, and environmental compatibility (Robbins, 1994). - Organizational performance: Organizational performance can be related to the benefits that each of the members bring to the group including abilities and personality characteristics (Gholamali Tabarsa & Davood Ghafouri. 2008). Since organizations do not operate in a vacuum and each of it in its special environment have influenced on it s around environment and they have limited Resources, they have been created to meet social needs and since these need to be changed over time, organizations responds to the needs of the future will have to accept the changes. In order to improve the adaptation between 533

3 individuals and organization, between organization and environment and between organizational elements and components such as strategy, structure and process, it provides guidelines that these guidelines through change creating activities and programs that its purpose is to fix the problem in the particular and problematic circumstances are applied(dr. Mamie zadeh ). Researches in 2012 by Habib Doaei, Gholamreza Malekzadeh that was conducted to investigate the organizational relationship on the effectiveness of employee performance and its satisfaction between 150 members of non-academic of higher education institutions of Mashhad city showed that most managers of surveyed higher education institutions use of supportive behaviors and managers who have taken a supportive behaviors in organizational communication have more job effectiveness and its employees Satisfaction are higher too. Also results show that the orientation variables of control behavior are positively correlated with the effectiveness of managers' job and strategic behavior has a negative correlation with the defensive Communications. The results show that the creation of a two-way interaction can help participation to express their opinion to improve an organization and increase the effectiveness of the management and employees satisfaction. To evaluate the impact of organizational culture interfaces on the relationship between leadership behavior and organizational commitment and between organizational commitment and job satisfaction and performance in Malaysia that was performed by (Li Hi Ying, Kamral Zamanebn Ahmad, 2009) on 238 part-time work students, this result was achieved that despite a number of exceptions, leadership behavior has a stronger and effective communication with the organizational commitment but no correlation with employee performance. However, only supportive culture affects the relationship between commitment and job satisfaction. In a study by Dung A. Janga. Chi Chub &Ani Vi, 2003 to investigate the role of transformational leadership on increasing organizational innovation done between 32 Taiwanese companies in electronics telecommunications industry, the result showed that there is a strong and positive relationship between transformational leadership style and organizational innovation. It also shows that transformational leadership provides strong and positive relationship with power creating and organizational space to support of innovation. The first has an effective and negative relationship with organizational innovation, while it has strong and positive relationship with the second. Due to influence of various factors on the effectiveness surface of the employee performance, we decided to study the impacts of elements of change management (leadership, strategy, individual performance factors and organizational performance, mission, rules and regulations) on the effectiveness of performance, we are aware of managers about the problem that exists in the organization and we challenge them to clashe them with the next problems that neglecting this can make doubts about organizations, individuals and Managers performance and lead the organization to fail. Also by using a self-made questionnaire we answer to this question that whether there is a significant relationship between elements of change management and effectiveness of performance? 534

4 The overall objective of this study is to investigate the relationship between the elements of change management and performance effectiveness. In order of overall purpose we consider the following specific objectives: 1) The relationship between leadership and effectiveness of the National Bank 2) The relationship between strategy and effectiveness of the National Bank 3) The relationship between the mission and the effectiveness of the National Bank 4) The relationship between the rules and the effectiveness of the National Bank 5) The relationship between individual performance and effectiveness of the National Bank 6) The relationship between organizational performance and effectiveness of the National Bank In line with the objectives of hypotheses we consider the following: 1) To determine the relationship between leadership and performance effectiveness. 2) To determine the relationship between strategy and performance effectiveness. 3) There is a significant relationship between mission and performance effectiveness. 4) To determine the relationship between the rules and the effectiveness of performance. 5) To determine the relationship between individual performance factors are significant. 6) To determine the relationship between factors and organizational performance performance. The results of this study will force the of the organization to make changes and organizational development in connection with the performance to challenge that if there are weakness points to improve the performance in the organization, they fix it by the optimum strategies and need solutions and improve the efficiency of the entire organization. And secondly they review the relationship of these two categories with other topics such as motivation, job satisfaction and work commitment and benefit from the result of communications. The conceptual model The figure below shows the connection between the independent variables and dependent variable. Our independent variables include the mission, leadership, strategy, rules and regulations, organizational factor and individual factors, and in contrast, the dependent variable is related to the effectiveness of performance that shows there is a direct relationship between change management elements and performance effectiveness. 1. Tools and methods The data collection tools in the following research are self- made by researcher. This study is a descriptive research that in the direction of the relationship between variables is type of correction, from the viewpoint of environmental studies is type of surveying and according to the theoretical and scientific is type of practical studies. On this basis, the researcher should before the distribution of the questionnaire ensure its validity and determine the coefficient of questionnaire reliability by the help of Cronbach s alpha method, which its value is obtained 87% that indicates high reliability of questionnaire. Table 1) indicators of change management elements 535

5 Individual 1) To what extent, working conscience and s and managers interest in factors working can affect Bhu.J.RNR. Vol 3.2, 2) : To what 2015 extent, needed knowledge Seyed and Mohammad capabilities Mirian can affect Aghdam s et al performance 3) To what extent, belief of organization values and principles can affect s 4) To what extent, having positive attitude toward hard and regular working and having high perseverance and seriousness at work can affect s performance leadership Organizational factors strategy Mission and goals 1) To what extent, appropriate organization of resources by leader can affect s 2) To what extent, being strong and decisive in decision making can affect s 3) To what extent, consulting about affairs can affect s performance 4) To what extent, having specialized information and knowledgecan affect s 1) To what extent, intervention of unions can affect evaluation of s 2) Can organizational reputation affect evaluation of s performance 3) To what extent, determination of job path(job future) can affect s 4) To what extent, customer-orientation of organization can affect s 1) To what extent, communicability and adaptability of organization strategies can affect s 2) To what extent, declaration of missions and organizational attitudes based on talents can affect s 3) To what extent,active engagement of experts in organization development procedure can affect s 4) To what extent, considering talent needs of organization in long-term and midterm can affect s 5) To what extent, technologic and equipment needs measurement and needs can affect s 1) To what extent, organization mission can affect s performance effectiveness of bank? 2) To what extent, employment method of organization can affect s 536

6 Rules and regulations 3) To what extent, training method of organization can affect s performance 4) To what extent, current missions of banks can affect s performance 1) To what extent, compensation can affect evaluation of s performance 2) To what extent, working hours can affect evaluation of s performance 3) To what extent, appropriate reward and punishment mechanisms can affect evaluation of s 4) To what extent, organization s approved rules and supervisions can affect evaluation of s 537

7 We have 25 questions in the designed questionnaire which evaluates the effectiveness of performance. It includes 6 independent variables having 4-5 questions for each. The questions are designed in multi-option way. In this study, we have enumerated all the statistical society. We have indicated the necessary and obvious information in the following tables. Description of demographic characteristics We consider gender, age, education level, marriage condition, job background and job title to get acquainted with demographic characteristics. 2- Gender of respondents Table 2) Frequency distribution and respondents percentage based on gender gender Frequency Percentage Male Female Without answer Sum Table 2 indicates frequency and percentage of the study sample characteristics based on gender. As it can be seen, 94/6 percent of respondents are male and 2/7 percent are females. 3- age of respondents Table 3) Frequency distribution and respondents percentage based on age Respondents age frequency percentage More than Sum Table 3 is about respondent s age. As it can be seen, among 74 respondents 27 (36/5 percent) are more than 40 years old having the most frequency. Also, least percent(17/6 percent) is for years old including 13 respondents. 4- Educational level of respondents Table 4) Frequency distribution and respondents percentage based on educational level 538

8 Educational level Frequency Percentage Diploma Associate s degree Bachelor s degree Master s degree and higher Without answer Sum Table 4 belongs to educational level of respondents. As it is shown in the table, among 74 respondents 37(50 percent) have Bachelor s degree which is the most frequency. 5- Marriage condition of respondents Table 5) Frequency distribution and respondents percentage based on marriage condition Marriage condition Frequency Percentage Single Married Without answer Sum Table 5 belongs to marriage condition of respondents. As table shows, among 74 respondent 62(83/8 percent) are married. Also, 10 people(13/5 percent) are single. 6- Job background of respondents Table 6) Frequency distribution and respondents percentage based on job background Job background Frequency Percentage More than Sum Table 6 indicates frequency and percentage of respondents based on job background. As it can be seen, the most frequency distribution-24 persons- belong to years background and the least frequency distribution 10 persons (13/5 percent) belongs to years background. 7- Job title of respondents Table 7) Frequency distribution and respondents percentage based on job title Job title Frequency Percentage Clerk

9 Assistant Chief Without answer Sum Table 7 indicates frequency and percentage of respondents characteristics based on job title. As it can be seen, frequency of 62(83/8 percent) belongs to clerk while branch assistant has the frequency of 4(5/4 percent). 3- Analysis of research data (research hypotheses test) Since, in order to use appropriate statistical tests we should recognize whether data are normalized or not; so, to determine the normalized distribution of variables scores we have used Kolmogrov-Smirnov test. In this test zero variable shows the normal variable distribution. If significance level of test is is less than 0/05, it is declined and we can conclude that variable distribution is not normal. In contrast, if significance level is more than 0/05, having normal variables is verified. Table 8 indicates the result of Kolmogrov-smirnov test. Table 8) Results of Kolmogrov-smirnov test to check having normal distribution scores Variables Numbers Kolmogrov-smirnov Z statistics Significance level Staff s performance effectiveness As it can be seen in table 8, we can conclude based on significance level that distribution is normal because it s significance level is more than 0/ Hypotheses H1: There is meaningful relationship between rules and regulations of organization and effectiveness of performance in National bank of Iran. Table 9) Results of correlation coefficient test study hypothesis 1 Pearson correlation coefficient test Performance effectiveness of organization Rules and Correlation coefficient regulations of Significance level(sig) 0.00 organization numbers 74 We have used Pearson correlation coefficient to measure the relationship. According to correlation matrix table we can say that in 0/99 confidence interval error level of less than 0/01, 540

10 there is direct and positive meaningful relation between rules and regulations of organization and effectiveness of performance in National bank of Iran.The intensity of relation is 0/701 shows the strong relation between these two variables. H2: There is meaningful relationship between mission and goals of organization and Performance effectiveness of organization Table 10) Results of correlation coefficient test for study hypothesis 2 Pearson correlation coefficient test Performance effectiveness of organization Mission and Correlation coefficient goals of organization Significance level(sig) 0.00 numbers 74 According to correlation matrix table, we can say that in 0/99 confidence interval and error level less than 0/01 there is meaningful positive and direct relationship between mission and goals of organization and Performance effectiveness of organization. The intensity of relationship is 0/611 which shows the strong link between them. H3: There is meaningful relationship between organization strategy and Performance effectiveness of organization Table 11) Results of correlation coefficient test for study hypothesis 3 Pearson correlation coefficient test Performance effectiveness of organization Strategy of Correlation coefficient organization Significance level(sig) 0.00 numbers 74 According to correlation matrix table, we can say that in 0/99 confidence interval and error level less than 0/01 there is a meaningful positive and direct relationship between organization strategy and Performance effectiveness of organization. The intensity of relationship is 0/826 which shows the strong relation between these two variables. So we can conclude certainly that the stronger the strategy of organization, the more effective the Performance of organization H4: There is meaningful relationship between organizational factors and Performance effectiveness of organization in National bank of Iran. 541

11 Table 12) Results of correlation coefficient test for study hypothesis 4 Pearson correlational coefficient test Performance effectiveness of organization Organizational Correlational coefficient factors Significance level(sig) 0.00 numbers 74 According to correlation matrix table, we can say that in 0/99 confidence interval and error level less than 0/01 there is a meaningful positive and direct relationship between organizational factors and Performance effectiveness of organization. The intensity of relationship is 0/610 which shows the strong relation between these two variables. H5: There is meaningful relationship between organizational leadership and Performance effectiveness of organization in National bank of Iran. Table 13) Results of correlational coefficient test for study hypothesis 5 Pearson correlational coefficient test Performance effectiveness of organization Leadership Correlational coefficient of organization Significance level(sig) 0.00 numbers 74 According to correlation matrix table, we can say that in 0/99 confidence interval and error level less than 0/01 there is a meaningful positive and direct relationship between organizational leadership and Performance effectiveness of organization in National bank of Iran. The intensity of relationship is 0/899 which shows the strong relation between these two variables. H6: There is meaningful relationship between individual factors and Performance effectiveness of organization in National bank of Iran. Table 14) Results of correlational coefficient test for study hypothesis 6 Pearson correlational coefficient test Performance effectiveness of organization Individual Correlational coefficient factors Significance level(sig) 0.00 numbers

12 According to correlation matrix table, we can say that in 0/99 confidence interval and error level less than 0/01 there is a meaningful positive and direct relationship between individual factors and Performance effectiveness of organization in National bank of Iran. The intensity of relationship is 0/666 which shows the strong relation between these two variables. Conclusion Based on the results of test, we can observe that there is extensive connection between change management elements and performance effectiveness meanwhile, two factors of leadership and strategy have a very positive and meaningful relationship with the performance effectiveness, that the results of this research are the leading with the research by (Habib Doaei, Gholamreza malekzadeh, 1389). Also the results of this study are not leading with the research by (Li Hi Ying, Kamral Zamanebn Ahmad, 2009). Also when comparing the results of this research with (Dung A. Janga. Chi Chub &Ani Vi, 2003) we can feel their same direction. Considering the correlation between these factors in change management and working motivation in this research were approved, therefore the use of a method of change management in creating of motivation of people is recommended. The correct kind of this management in addition led to increaseing motivation; on the other hand provide valuable information in the organization and also it is considered as the recognition. With regard to the confirmation of the change management relationship and effectiveness in the form of present research hypothesis, it must be more than before to strengthen and reform of change and improvement of methods in the form of a change planning in the organization. It also suggested that in order to better culturalize the change, it must be study about an appropriate change plan in the organization that in it organizational structure according to the method of change is designd. Organized implementation and launching of change system, firstly started exprimentally in the level of a department and after the elimination of its defects, the aforementioned system is established in the organization. References 1. Alvani, seyyed Mehdi(2009); General Management; Ney publication, Tehran, Iran. 2. Alvani, seyyed Mehdi & Danayifard, Hasan(2008); Change Management in Organization, Alef Publication, ehran, Iran. 3. Doabi, Habib & Malekzad gholamreza(2005); Examination of organizational relation with personnel performance effectiveness and their satisfaction; Master s degree dissertation; Mashhad Ferdosi university 4. Rezaeian, Ali(2005); Organizational behavior management, Farhang Publication, Tehran, Iran. 5. Rabins, Stephen. P(1996); organizational behavior management; volume 1; translation of Ali Parsaiean and seyyed Mohammad a rabi; business research and studies institution; Tehran; p

13 6. Zomorrodiyan, Asgar(2005); change management; industrial management organization publications, Tehran, Iran. 7. Saadat, Esfandiyar(2010); Human resource management,; organization of studying andand writing Human science books(samt), Teharn Iran. 8. Tabarsa, Gholamali & Ghafoori, Davood(2008); Examination of organizational effectiveness of central economy ministry ; Master s degree dissertation of Tehran university 9. Girifin, Morhed; translation of seyyed Mahdi Alvani-Gholamreza Me marzadeh(2010); Morvarid publication; 15 th edition, Tehran, Iran. 10. Samizadeh, Jafar(2006); organizational change management; Mahan Maktab; University of Tehran. 11. Samizadeh, Jafar(2006); organization Development Reform and renew knowledge of organization knowledge ; Revayat publication, Tehran, Iran. 544

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