Organisational change and perceived role efficacy

Abstract

A number of studies have been carried out in the recent past on change management. The authors and scholars have made in depth studies of the inner dynamics of the organizational structure, organizational culture, organizational learning, managerial behaviour and resistance to change and suggested various measures in negotiating the complex facets that change is likely to bring in the organization. With this in view, a study on Role Efficacy was carried out on an organization from banking industry which had undergone restructuring. It was primarily affected on the senior management level while the structure of the middle and junior management levels remained unaltered. A comparison was thus made using the instrument developed by Pareek (1980). A total of 125 questionnaires were administered to these officers and 89 responses were received of which only 71 were complete. Out of the 71 responses chosen for evaluation, 27 belonged to the senior management level while 44 belonged to the middle and junior levels.