Original Research

"Barriers-to-change" in a governmental service delivery type organisation

CJH Coetzee, Karel J Stanz
SA Journal of Industrial Psychology | Vol 33, No 2 | a380 | DOI: https://doi.org/10.4102/sajip.v33i2.380 | © 2007 CJH Coetzee, Karel J Stanz | This work is licensed under CC Attribution 4.0
Submitted: 16 January 2007 | Published: 16 January 2007

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CJH Coetzee, University of Johannesburg, South Africa
Karel J Stanz, University of Johannesburg, South Africa

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Very little empirical research has been conducted within the South African context and internationally in assessing barriers-to-change specifically. The intended outcome of this research was to develop a framework for proactive change management. A sample of convenience was utilised with 332 respondents. The Barriers-to-Change Questionnaire, developed for and utilised during this study, exists out of 92 items, posted in question format anchored at the extreme sides. The results yielded a single scale with a Cronbach Alpha of 0.983. It is concluded that the domain of “Barriers-to-Change�? was successful measured. The findings and their implications are also discussed.


Change in management; Resistance to change; Barriers to change


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