{"id":{"repo_id":"abertay","oai_identifier":"oai:rke.abertay.ac.uk:studenttheses/1b86b7b9-e76c-402e-a927-5769bb72969d"},"canonical_url":"https://search.dev.ndltd.org/etd/abertay/oai:rke.abertay.ac.uk:studenttheses/1b86b7b9-e76c-402e-a927-5769bb72969d","repository":{"repo_id":"abertay","name":"Abertay University","base_url":"https://rke.abertay.ac.uk/ws/oai"},"display":{"title":"A study of employees’ reactions to change, motivation and commitment at a major power generating plant","abstract":"Since the early 1990’s the power industry has been characterised by radical and continual change at every level. This longitudinal case study conducted over a twelve year period assesses the effects of these organisational changes on the commitment and motivation of employees within the power plant.
Primary data collected from within the plant via a self administered staff survey, focus groups and focused interviews was validated using secondary data from industry and Government publications.
Results from this study indicate that employees recognised the company’s success, but employees' were unsure about their future employment within the organisation. Moreover, results also indicate that employee commitment is dependent on a number of factors being evident within the workplace: Having the feeling of: being involved in decisions affecting their job, satisfaction with a job done well and pride in working for the organisation.
This case study has contributed to knowledge at two levels.
The study proposes a theoretical model of managing change developed to assist academics and practitioners understand and acknowledge the processes that need to be in place in order to encourage a more inclusive approach thereby minimising the chance of resistance to change. Key to the process is the culture and leadership style at each stage of the change process. Moreover, more than one culture type can be in play at different levels within the organisation at any one time.
The study has determined an interlinking and interdependent association of factors regarding change at three levels within the organisation. It is argued that an awareness of this interlinking and interdependence of factors will assist managers to more strategically manage within their organisations in such a way that is more likely to lead to positive outcomes including increased organisational commitment and motivational levels.","abstract_html":"Since the early 1990’s the power industry has been characterised by radical and continual change at every level. This longitudinal case study conducted over a twelve year period assesses the effects of these organisational changes on the commitment and motivation of employees within the power plant.<br/>Primary data collected from within the plant via a self administered staff survey, focus groups and focused interviews was validated using secondary data from industry and Government publications.<br/>Results from this study indicate that employees recognised the company’s success, but employees' were unsure about their future employment within the organisation. Moreover, results also indicate that employee commitment is dependent on a number of factors being evident within the workplace: Having the feeling of: being involved in decisions affecting their job, satisfaction with a job done well and pride in working for the organisation.<br/>This case study has contributed to knowledge at two levels.<br/>The study proposes a theoretical model of managing change developed to assist academics and practitioners understand and acknowledge the processes that need to be in place in order to encourage a more inclusive approach thereby minimising the chance of resistance to change. Key to the process is the culture and leadership style at each stage of the change process. Moreover, more than one culture type can be in play at different levels within the organisation at any one time.<br/>The study has determined an interlinking and interdependent association of factors regarding change at three levels within the organisation. It is argued that an awareness of this interlinking and interdependence of factors will assist managers to more strategically manage within their organisations in such a way that is more likely to lead to positive outcomes including increased organisational commitment and motivational levels.","abstract_has_math":false,"creators":["Barclay, Edwin"],"institution":"University of Abertay Dundee","degree_name":"PhD","degree_level":"Doctoral Thesis","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Branine, Mohamed"],"committee_chairs":[],"committee_members":[],"year":2009,"date_issued":"2009-3","date_published":"2009-3","updated_at":"2026-07-24T00:50:10Z","subjects":[],"languages":["eng"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["oai:rke.abertay.ac.uk:studenttheses/1b86b7b9-e76c-402e-a927-5769bb72969d"],"render_values":[{"text":"oai:rke.abertay.ac.uk:studenttheses/1b86b7b9-e76c-402e-a927-5769bb72969d","href":null,"code":true}]}]},"links":{"outbound_url":"https://rke.abertay.ac.uk/en/studentTheses/1b86b7b9-e76c-402e-a927-5769bb72969d","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Branine, Mohamed"]},{"key":"dc:creator","label":"Author","values":["Barclay, Edwin"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2009-3"]},{"key":"dc:date.issued","label":"Date","values":["2009-3"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["BLS"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["University of Abertay Dundee"]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["https://rke.abertay.ac.uk/en/studentTheses/1b86b7b9-e76c-402e-a927-5769bb72969d"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["Doctoral Thesis"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["PhD"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["oai:rke.abertay.ac.uk:studenttheses/1b86b7b9-e76c-402e-a927-5769bb72969d","https://rke.abertay.ac.uk/en/studentTheses/1b86b7b9-e76c-402e-a927-5769bb72969d"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://rke.abertay.ac.uk/files/15130867/Barclay_2009_A_study_of_employees_reactions_Redacted.pdf"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Since the early 1990’s the power industry has been characterised by radical and continual change at every level. This longitudinal case study conducted over a twelve year period assesses the effects of these organisational changes on the commitment and motivation of employees within the power plant.
Primary data collected from within the plant via a self administered staff survey, focus groups and focused interviews was validated using secondary data from industry and Government publications.
Results from this study indicate that employees recognised the company’s success, but employees' were unsure about their future employment within the organisation. Moreover, results also indicate that employee commitment is dependent on a number of factors being evident within the workplace: Having the feeling of: being involved in decisions affecting their job, satisfaction with a job done well and pride in working for the organisation.
This case study has contributed to knowledge at two levels.
The study proposes a theoretical model of managing change developed to assist academics and practitioners understand and acknowledge the processes that need to be in place in order to encourage a more inclusive approach thereby minimising the chance of resistance to change. Key to the process is the culture and leadership style at each stage of the change process. Moreover, more than one culture type can be in play at different levels within the organisation at any one time.
The study has determined an interlinking and interdependent association of factors regarding change at three levels within the organisation. It is argued that an awareness of this interlinking and interdependence of factors will assist managers to more strategically manage within their organisations in such a way that is more likely to lead to positive outcomes including increased organisational commitment and motivational levels."]},{"key":"dc:title","label":"Title","values":["A study of employees’ reactions to change, motivation and commitment at a major power generating plant"]}]}],"canonical_facts":{"dc:contributor.advisor":["Branine, Mohamed"],"dc:creator":["Barclay, Edwin"],"dc:date":["2009-3"],"dc:date.issued":["2009-3"],"dc:description.abstract":["Since the early 1990’s the power industry has been characterised by radical and continual change at every level. This longitudinal case study conducted over a twelve year period assesses the effects of these organisational changes on the commitment and motivation of employees within the power plant.
Primary data collected from within the plant via a self administered staff survey, focus groups and focused interviews was validated using secondary data from industry and Government publications.
Results from this study indicate that employees recognised the company’s success, but employees' were unsure about their future employment within the organisation. Moreover, results also indicate that employee commitment is dependent on a number of factors being evident within the workplace: Having the feeling of: being involved in decisions affecting their job, satisfaction with a job done well and pride in working for the organisation.
This case study has contributed to knowledge at two levels.
The study proposes a theoretical model of managing change developed to assist academics and practitioners understand and acknowledge the processes that need to be in place in order to encourage a more inclusive approach thereby minimising the chance of resistance to change. Key to the process is the culture and leadership style at each stage of the change process. Moreover, more than one culture type can be in play at different levels within the organisation at any one time.
The study has determined an interlinking and interdependent association of factors regarding change at three levels within the organisation. It is argued that an awareness of this interlinking and interdependence of factors will assist managers to more strategically manage within their organisations in such a way that is more likely to lead to positive outcomes including increased organisational commitment and motivational levels."],"dc:identifier":["oai:rke.abertay.ac.uk:studenttheses/1b86b7b9-e76c-402e-a927-5769bb72969d","https://rke.abertay.ac.uk/en/studentTheses/1b86b7b9-e76c-402e-a927-5769bb72969d"],"dc:identifier.uri":["https://rke.abertay.ac.uk/files/15130867/Barclay_2009_A_study_of_employees_reactions_Redacted.pdf"],"dc:language":["eng"],"dc:publisher.department":["BLS"],"dc:publisher.institution":["University of Abertay Dundee"],"dc:relation.isreferencedby":["https://rke.abertay.ac.uk/en/studentTheses/1b86b7b9-e76c-402e-a927-5769bb72969d"],"dc:title":["A study of employees’ reactions to change, motivation and commitment at a major power generating plant"],"dc:type":["Thesis"],"dc:type.qualificationlevel":["Doctoral Thesis"],"dc:type.qualificationname":["PhD"]},"updated_at":"2026-07-24T00:50:10Z"}