The History Of Organizational Development Management EssayFor assignment help please contact athelp@hndassignmenthelp.co.ukorhndassignmenthelp@gmail.comOrganizational changes are increasingly becoming a major component of everyday organizational functioning. All organizations must adapt to new business environment if they are want to survive. It is supported by (Simons, 2005), that organizations need to introduce many different types of change in order to survive.In the history of organizational development, change has been thought of as an important and dominant factor in the development of organization. The pace of change has primarily been increased with the increasing challenges such as competition, development, general instability, mergers and reengineering of work process (Wu, 2011).Substantial change and adaptation are among the most challenging events that organizations must respond to (Baba, 2012) Organizations are faced with the need to implement rapid changes in plan, structure, method, and culture. Thus, it requires proper handling the situation because of human involvement that can develop fears and ambiguities due to diverting situation from known to unknown and individual differences in their life.

There are surprising statistics about the success rate of organizational change that indicate the difficulties experienced in comprehending and implementing it. According to Graetz (2006), only few organizational change efforts have been successful. Based on Angela Shin-yih Chen (2009), Waddell and Sohal (1998) restate this point by stating that although many organizations encounter wide spread changes of varying kinds, nearly two thirds of all major changes are unsuccessful. The reasons for these failures vary; however, Spector (1989) found in his study that one main reason for organizational change failures is the fact that the organizational members were not ready.Thus, to gaining positive consequences, organization must and recognize employee's attitudes, beliefs and behaviors towards new programs. In this regard, the main focus is on employee's readiness factors. This research focuses to examine the employees' readiness predictors which might support effective and successful organizational changes.Background of CompanyFlextronics is the leading Electronics Manufacturing Services (EMS) provider focused on delivering operational services to technology companies. Flextronics is a major global operating company with design, engineering, manufacturing and logistics operations in 32 countries and five continents. This global presence allows for manufacturing excellence through a network of facilities situated in key markets and geographies that in turn provide its customers with the resources, technology and capacity to optimize their operations..In Asia, Flextronics has a geographical footprint of more than 15 million ft2 and a work force of approximately 58,000 employees. Flextronics Asia has steadily contributed to adding value to the overall business of our customers and continues to win more business opportunities for the region.Flextronics Shah Alam Sdn Bhd, it was located at 7, Jalan Keluli 1, Kawasan Perindustrian Bukit Raja Selatan, Section 7, 40000 Shah Alam. Before this, it was formerly known as Vista Point Techologies Sdn Bhd. Since starting in 2003, Flextronics Shah Alam Sdn Bhd has shipped over 250 million mobile phone camera modules.Flextronics is committed to bringing small and smart solution to the optomechatronics market. The team of engineers and manufacturing experts are committed to supporting the customers from design to manufacturing, shipping and service. Whether it the USA, Europe, or Asia, the Global Design Centres are available 24 hours to support the customer needs. Each design centre is equipped with cutting edge technologies and equipment for rapid-prototype design. The Advanced Technology Development teams ensure that designs are robust and ready for high volume manufacturing. Each site is equipped with State-of-the-art clean rooms, reliability test equipment, and team members champion Kaizen principles.With knowledgeable and experienced engineers in optical and mechanical design, Flextronics remains a leader in cutting edge Optomechatronics design. The team prides itself on small packaging development (Flip Chip and Wafer Level Modules), firmware and image science, and Auto Focus technologies (MEMs, VCM and iVCM).Flextronics Shah Alam Sdn. Bhd offers a wide-range of mobile camera modules. Starting in 2003 with the first CIF and VGA camera, Flextronics Shah Alam Sdn Bhd has remained a leader in mobile phone modules. Today, Flextronics's cameras produce high image quality in compact form factors at competitive costs. Their internal high-volume supply chain and dual-factory locations guarantees supply to their most demanding customers, while still providing for short-term upside flexibility. They offer a wide range of technologies and solutions to meet their customers' needs - whether it is being cost, size, or functionality.VisionTo become industry leader in design, manufacturing and delivery of optomechatronics systems that continuously exceed customer expectations.MissionTo become the recognized preeminent, profitable, high quality designer and manufacturer of Camera Modules Power Systems and LCD's to their target customer.Market PositionTo become the largest camera module supplier in the world and a leader in power systems and small form factor displays.Five Key Values of Vista Point Technologies' CultureIntense collaborationPassionate customer focusThoughtful fast disciplined executionTenacious commitment to continuous improvementRelentless drive to winOrganizational ChartSekaranGeneral ManagerJennifer SimExecutive SecretaryROCKENGINEERINGOPERATIONSROCKSteve RumseyVice President Operations EngineeringPaul TanDirector Admin & SecurityGeorge O' KelleyVice President Program ManagementNaiduDirector Operation FOL & EolNathanielDirector Human ResourceAmarjitDirector Planning Control TowerMandeep SinghDirector Maintenance& Equipment Engineering EOL &FOLYK LeeManager ITChu Lip ChunSenior Manager Supply ChainKalisvaranSenior Manager QualityPoovendranFinancial Controller FinanceSim Hup KooiSenior Manager Business ExcellenceKC GanDirector Asset Manangement/ IE/FacilitiesBackground of StudyOrganizational researchers have increasingly emphasized the need for readiness in the process of change. (Russell, & Gaby, 2000) have been conducted in various settings and usually support the conclusion that employees within organizations need to be ready to work towards change in order for the change effort to be successful. Changes, however, may bring about a level of uncertainty and ambiguity that are not welcomed by employees. It is, therefore, necessary for employees to be motivated to adopt the change. The employees' willingness and readiness are important components of successful organizational change (Armenakis et al., 1993).

The purpose of this study is to investigate and gain better understanding on the factors that influence change readiness among employees at Flextronics Shah Alam Sdn Bhd. There are many researches on employee' readiness for change has been conducted worldwide. This study involves the organization and individual outcomes.This research will reveal more specific scope to make the data collected more easily and the finding will able to explain clearly. It is because all employees are come from the different background of status, positions on work, perception, characteristics and opinion regarding some issue. For example, some employee who works at Flextronics Shah Alam Sdn Bhd are resistant toward changes because they feel more comfortable with the old ways of working and did not like any risk. It will effect to their readiness for changes in the organization. That is mean, as usually if many works to do, the employees will not give enough commitment to their task and at the same time will give a bad performance in the company.The finding of this study will help organization to identify the factors that contribute to change readiness among employees in Flextronics Shah Alam Sdn Bhd and suggest the best solution to the organization in cope with the problem.Problem StatementMarket, technology and products are constantly changing, customer are becoming ever more demanding, quality and service standards are constantly going up. In Flextronics Shah Alam Sdn Bhd, to gain competitive advantage and to meet the customer demand, the organization has to reorganize and do some changes to achieve its objectives. Thus, the company are faced with the need to implement rapid changes in strategy, structure, process, and culture.The customer in Flextronics Shah Alam is the main priority and currently the demand of the Flextronics Shah Alam product increase due to the services and the high quality that they produced. To meet the high demand and to fuel expansion plans, Flextronics Shah Alam Sdn Bhd need to increase the headcount in the company especially in the production line which are the operators.The current production operators are not sufficient and the company planned to boost the huge number of headcount by hiring foreign employees or by using subcontractors or agent services. Currently, foreign operators in Flextronics Shah Alam only from Indonesia, Myanmar and Vietnam and the next plan are to hiring employees from Bangladesh and Nepal. Table 1 shows the number of Direct Labour operators from January 2012 to August 2012 in Flextronics Shah Alam Sdn Bhd. Until now, the number of headcount still increasing and end of this year, they plan to increase to 8000 and more employees and more including Indirect Labour.From the planning, many changes will occur in the company especially in management side and the production system. The Indirect Labours (IDL), employees whose has to face the drastic changes in managing the increasing number of employees in the short time of period will give positive and negative impacts to the company. For example, the changes that will be involve in the company are the Biometric System, which the company have to use the new machine of biometric to accommodate the large number of employees to scan out and scan in when they are working.The process of changing and upgrading involve on high commitment and need new skills, knowledge and abilities. The intranet in the company which called Flexiansconnect that can be used to check their attendance, leave, and schedule, overtime and so on also have to upgrade to ensure it more effective than before. The hiring department also will be affected because they will face with new job task which have to hire and manage the foreign employees which involved in many procedures such as immigration procedures that will become more complicated due to the large number of foreign employees. The trainers from the training department also will face with some difficulty to train the foreign employees before they enter to the production line. The differences in language are the barriers for the trainers to handle and guideBy the changes plan, it issues are the acceptance by the employees. Some of them maybe will accept it positively but some of them not. The main problem is when the employees give negative reaction. They maybe will be shocked and have difficultly to adopt with the changes. The changes will decrease employees' productivity and morale if the employees give a negative response. It subsequently will bring negative impact towards employee's performance. The negative response from the employees will brings to the resistance to change which will give impacts to them and to the company as well. In the other words, resistance to change is the refusal to engage with the plans.

Besides, uncertainty and fear would cause the employees reluctant to change (Dulger, 2009). Employees are concerned their employment, own benefits and welfare after the change. They are afraid of whether the organizational change would bring a good or bad impact towards their employment and benefits. Thus, the employees may not have the motivation to work hard for the organization and their performance would be affected as well. The employee's motivation is very important for helping the company to achieve a good result, reputation and profitability.Thus, to ensure the change management run smoothly and effectively, the company has to understand more deeply how to increase their readiness before and during the changes occur. The employees' readiness towards the organizational changes will assist them to go through and adopt with the changes positively.DL Operator (E3)FLEX EmployeesJan 12Feb 12Mar 12Apr 12May 12June 12July 12Aug 12Local226272305270235228192Indonesia02985636697407619651145Nepal00000326487Vietnam00000225239289Mynamar00000186217211Sub Total05248359741010143917131924Subcon EmployeesLocal0401348911000Nepal010812311468676642Myanmar0368431416348333324395Bangladesh01212124387115212Cambodia01141081087270216304Indonesia016818518110510112394Vietnam0105110110245760112Sub Total0915110311386717159041159Direct Total01439193821121681215426173083Table 1: Headcount of Direct Labour Operators from January 2012 - August 2012 Flextronics Shah Alam Sdn Bhd.(Source: FMM Controlled Document Flextronics Shah Alam Sdn Bhd)Research QuestionsIs there any relationship between self efficacy and change readiness?Is there any relationship between appropriateness and change readiness?Is there any relationship between personal valence and change readiness?Is there any relationship between management support and change readiness?Research ObjectivesGeneral ObjectivesThe purpose of this study is to understand employees' views of their readiness to change. Thus, the study explores the factors that can influence employee change readiness in individual perspectives at Flextronics Shah Alam Sdn Bhd.Specific ObjectivesTo identify the relationship between appropriateness and change readiness among indirect labours in Flextronics Shah Alam Sdn Bhd.To determine the relationship between self efficacy and change readiness among indirect labour Flextronics Shah Alam Sdn Bhd.To identify the relationship between personal valence and change readiness among indirect labours in Flextronics Shah Alam Sdn Bhd.To identify the relationship between management support and change readiness in Flextronics Shah Alam Sdn Bhd.Research HypothesisH0: There is no relationship between appropriateness and change readiness in Flextronics Shah Alam Sdn Bhd.H1: There is a relationship between appropriateness and change readiness in Flextronics Shah Alam Sdn Bhd.H0: There is no relationship between self efficacy and change readiness in Flextronics Shah Alam Sdn Bhd .H1: There is a relationship between self efficacy and change readiness in Flextronics Shah Alam Sdn Bhd.H0: There is no relationship between personal valence and change readiness in Flextronics Shah Alam Sdn Bhd.H1: There is a relationship between personal valence and change readiness in Flextronics Shah Alam Sdn Bhd.H0: There is no relationship between management support and change readiness in Flextronics Shah Alam Sdn Bhd.H1: There is a relationship between management support and change readiness in Flextronics Shah Alam Sdn Bhd.Significant of StudyThe ResearcherThe research paper is prepared for academic and for practical training requirement. It gives the researcher the opportunity to develop his own skills in a lot of aspect especially in self explore study. In addition, the study is to develop more studies that explain about the organizational change which focus on the factors that contribute to change readiness among employees. It will be a reference to other researcher by time to time.EmployeesEmployees will know about what they should do and make a preparation regarding their organization changes especially for both mental and physical. In order to get the employee's easily to adapt toward the organization changes, employees must have their own desire and management supports thus will create some factors such as readiness to receive new changes in organization. Not only that, employees also must know their own potential for their career development that can give a lot of advantages in the future as well can create competitive advantage towards other people.1.7.3 CompanyThrough this research, the company will know thoroughly about the factor that influencing the change readiness especially in individual perspectives after the research had been done systematically. It is very important to the company because company can create more effective ways in dealing with employees that resist changing and will help all employees to adapt with any changes and obstacles. Changes are like investment. Every cent invested by them must worth it and can give a lot of benefits in terms of performance and productivity. Thus, company can achieve their goals by gaining full support and commitment from their employees because employees are the backbone of the company's achievement.Scope of StudyThe study will be conduct within indirect labours (IDL) in Flextronics Shah Alam Sdn Bhd. It will discuss the analysis of the changes in the company. The study will explain about factors that contribute or influence the change readiness among employees. The researcher also will explain briefly how to handle and manage the change more effectively. In conducting this study, the data will be arranged from primary and secondary data. The primary data will gather through distribute the questionnaire to all respondents. The data will be collect from indirect labours (IDL) which are the employees that not direct with the production. The IDL are employees that more to the management side and faced with many issues when the company implement any changes. The sample size would be 185 respondents for the questionnaire distribute. For secondary data, the data are collected from journals, books and articles that related with the research topic.Limitation of ResearchThere are few difficulties in conducting this research which the major challenger is cooperation. The difficulties to gain cooperation from the employees become a barrier in order to collecting the information and data. Data confidential of the company is one of limitation in conducting this research. To getting the data and information, the researcher has to follow the procedure and steps. With the limited time given, researcher did not have ample time to explain and the respondents do not have leisure time to answer questionnaire due to busy with work and task.Definition of TermsOrganizational ChangeOrganization change is the renewal, improvement, development or creating something new in organization. It can involve change in the process, structure, methods, resources, culture and so on. Organizational change usually involves whole or parts of members in the organization because it interrelated between each others.Resistance to ChangeResistance to change is the rejection or negative response from employees towards change that will occur or already occurred in the organization. There are different ways in showing their resistance such as anxiety, lack of confidence, refuse to give cooperation, absence from any change program and etc. Resistance to change will bring negative impacts to the employee itself and for sure to the organization.1.10.3 Change readinessReadiness for change or change readiness is the process of unfreezing, is reflected in organizational member's beliefs, attitudes, intentions and behaviour. Thus, it involved willingness both mental and physical for any changes that occur in organization. In other words, employees have to prepare and ready to face and can manage any challenges that will arise in order to complete tasks and achieve organizational goals.AppropriatenessThe appropriateness of the change is whether the change is suitable and relevant to be implemented. It is important because individuals may feel some form of change is needed but may disagree with specific change being proposed. In other words, employees those facing change need to understand why the change is necessary and why particular change efforts are the right solution.Self EfficacySelf efficacy can be describes by having confidence in one's ability to do well in general or to do certain things well, not just performing the mechanics of a specific behaviour or task. In the organizational change, it can be considered as being confident in one's ability to change successfully.Personal ValencePersonal valence in the change perspective means employee perception in change whether it is needed, important, beneficial and worthwhile for them. In the word, they will evaluate the value of the change that occur for their work, career and for themselves.Management SupportManagement support is the support from management side in the change process. It involves flexible policies, procedure, system support such monetary resources, trust between employee and management and a relationship between leader and employees.CHAPTER 2LITERATURE REVIEW2.1 Organizational ChangeChange is a normal part of business life. Nowadays, there are rapid changes in organization which increased the markets and opportunities in terms of gaining the growth and revenues. According to Ackerman (1986), "change" means different things to different people; it serves as a melting pot for scores of concepts and methods. Jick (1993) stated that "change in its broadest sense is a planned or unplanned response to pressures and forces". There are research sayings that organizational change means organization transformation. Laura (2007) says that the change is not only for products and services that they provide, it also includes making changes at the organizational level such as continual equipment update, retraining employees, mergers and acquisition.Managing changes is one of the most critical challenges in organizations. The development and the survival of the organization are based on how success changes being implemented. In turn, positive implementation of these changes depends on the acceptance and adaptability by the employees (Dahlberg, 2007).For organization change leader must identifying influence factors that can force employees to motivate for change situation. Both employees and management need to know what predictors which can deal with successfulness of changes and how to reduce uncertainty and anxiety of changes. Whether change is continuous or discontinuous, evolutionary or revolutionary, may not be so much the issue as is modern organizations' failure to deal with it. In similar findings, Stewart reported a failure of 2/3 of TQM programs (Stewart,1994), while Kotter stated that few of the change programs he studied have been very successful, and 50 percent were failures (Zamor, November 1998).2.1.1 Resistance to ChangeBy understanding the key or factors that contribute to the employees' readiness will help the organization in managing resistance to change; indirectly will assist organization to achieve its goals. Although the meaning of resistance to change is intuitively clear, how resistance translates into active opposition to change is not so obvious. Resistance can include a wide range of behaviours including the refusal to engage in joint problem solving, refusal to seek common ground, the silencing of advocates for change, sabotage and a general lack of cooperation (Graetz, 2006).According to (Graetz, 2006), there are different assumptions about the causes or difference perspectives of resistance. First, the psychological model of resistance suggest that there are a range reasons behind the resisatnce to change. It typically causes include uncertainty, lack of tolerance, different opinion corncening the need for change and threatened self importance. In other word, it highlight on fear and anxiety which the result of an emotional response. Second, the institutionalized resistance to change. It means that the behaviours associated with resistance have become incorporated into the struture and systems of the organization. Resistance to change may be made possible because of the way in which decisions are made and resources are allocated. It can occur as a result of informal systems and unspoken expectations within an organization. There are three main ways in which institutionalized resistance can occur. First, the need for change could be denied because the old ways of thinking many be powerful and ingrained in the oragnization. Second, organziation members may refuse to take responsibility for dealing with the change issue. Last is organizational members simply decline to cooperate.Despite these conflicting views on the notion of resistance to change, it is true that people react in various ways to the idea of a change. Readiness for change may act to pre-empt the likelihood of resistance to change, and increasing the possibility of a successful change effort (Anderson, Oct 2002).2.2 Change ReadinessAccording to Armenakis and Harris (1993), it described readiness for changes as the beliefs, attitudes and intentions regarding to the extent to which changes are needed and the organization's capacity to successfully undertake those changes. Since an organization is comprised of individual employees that will be the change making change happen, it is important to understand how individual employees impact the change. Theories that Lewin (1951) developed a simple, yet powerful, change model that can be summarized as unfreeze, change and freeze (Graetz, 2006). Based on Lewin's theory, the first step in changing a situation is to unfreeze the current situation to allow for change. Once unfrozen, the change can be made (Graetz, 2006).Employee readiness is the antecedent to the behaviours that support the change effort and is reflected in organizational members' willingness to adopt the change. It shows that developing the change readiness among the employees is the important part in order to ensure the changes brings successful results. According to (Simons, 2005), employees readiness is an important driver of change success; if employees do not believe that change is needed, or if they feel the organization will not able to change, then change initiatives may fail. In other words, readiness indicates a willingness to commit physical and psychological energy to the change. Creating readiness is the proactive attempt by change agents to influence the beliefs, attitudes, and behaviours of change targets in order to motivate them to change (Baba, 2012). Creating readiness in the Lewin's concept is the unfreezing stage of change (Graetz, 2006).Thus, to ensure the changes happen in the right way that management desires, every conflict must be resolve, so employees' attitude and cognition aligns with those of management and readiness must be created.A failure to measure organizational and individual change readiness can result in managers spending significant time and energy dealing with resistance to change. By creating change readiness before attempts in organizational new strategy, the need for later action to cope with resistance may be largely avoided (Hallgrmsson, 2008). An investment in developing change readiness at both an individual and whole of organization level can bring an extra benefit to them. Positive energy goes into creating preparedness for the changes and, in turn, there can be a significant reduction in the need for management of resistance once organisational revival is underway (Zamor, November 1998).2.3 AppropriatenessAppropriateness of the change refers to the content or characteristics of a particular change and the context wherein the change is about to be implemented (example, the organization is facing tough competition). Thus, it is a combination of content and context that constitutes appropriateness in that employees may agree that organization needs to change to accomplish the desired (Anderson, 2008).The appropriateness of the change is important because individuals may feel some form of change is needed but may disagree with specific change being proposed. Their resulting resistance is clearly well intentioned and potentially beneficial because it is based on a disagreement about the appropriateness of particular change. If a change message cannot convince others of the appropriateness of the change, then efforts should be made to reconsider whether it really is appropriate (G., 2001).In other words, employees those facing change need to understand why the change is necessary and why particular change efforts are the right solution (Anderson, 2008). Thus, in introducing a change initiative top management must not only demonstrate that the change is necessary, but also that proposed solution is the appropriate one (Self, 2005). Massey, Montoya- Weiss and Burkman in the (Self, 2005), in a study of the introduction of new technology within a financial institution, that a variety tools such as testimonials, formation of user groups and other such means were necessary to gain employee acceptance of the usefulness of the new technology.Thus, it shows that in creating change readiness, the appropriateness of the change is important to ensure the employees understand why the changes should be occurring and involving them.2.4 Self EfficacyReadiness for change can be successfully implemented and developed when the employees of the organization are sure that they have requisite knowledge and degree of skills required to make the efforts successful but if they do not have the required competencies than they will cause resistance against interventions and are not encouraged to have active participation in the whole process.When the employees are confident on his knowledge, skills and abilities, there are greater chances that the change can be handled more effectively. However, if the employees are not ready and not comfortable in implementing changes and the new interventions it will create anxiety amongst the individuals which ultimately affect their productivity level (Siddiqui, 2011).Self efficacy is not only related with having sufficient knowledge and skills about the job, it is also concerned with an extent of which the employee is proficient in handling the situations in the active and continuously changing environment (Siddiqui, 2011).Chwalisz et al. (1992) in Ionnis Nikolaou (2007) demonstrated that self efficacy is correlated with major career events, such as career change and others research correlates low self efficacy with job withdrawal and situation such as resistance to change. Thus, all these results converge to the point that self efficacy is precursor for positive attitudes towards critical career events especially those which involve job and organizational change (Ionnis Nikolaou, 2007).Self efficacy also can be describes by having confidence in one's ability to do well in general or to do certain things well, not just performing the mechanics of a specific behaviour or task. In the organizational change, it can be considered as being confident in one's ability to change successfully (Anderson L. S., 2008). According to Beehr & Bowling (2005) in the Anderson L. S., (2008), suggest that self efficacy can be perceived as a stable and acts as a personality characteristic, it lacks trait like qualities in that self efficacy can be more easily altered by experience thatn other personality traits. In more specific, it relates to a situation that a person experiences. however, the individual itself knows and aware of his or her limit such there is something that the individual knows that he or dhe cannot do well (Anderson B. , 1999).So, if the top management akes employees aware of respective change interventions then these employees feel more confident to handle or manage the change situation sffectively (Siddiqui, 2011). Employees having appropriate information of the change intervention can easilty makes their adjustment I the unfamiliar situation because thay think the situation is in their control and they have the proficiency to fulfill the requiremnt of that situation (Siddiqui, 2011). Jimmieson et al, (2004) in Siddiqui (2011) stated that high self efficacy indicates that the individual have internal locus control and the personnel having low self efficacy indicate that they had external locus of control.2.5 Personal ValenceEmployees often ask the question 'what's in it for me?' when they are expected to adopt a change. Before attempting change, targets are concerned with how they benefit from it (Anderson B. , 1999). According to Vrom (1967) in the Anderson B., (1999) they are often resistant to change because they fear that the change will bring about some undesirable or negative outcome. An individual believes that there are associated benefits with a change effort, it is expected that the individual's motivational force will be high to work toward making the change (Anderson B. , 1999).Based on Armenakis & Harris (2002) in (Anderson L. S., 2008), personal valence refers to self interest. It also stated that if an individual does not see that his or her self interest is satisfied in some way by a change, the he or she is likely to resist the change.In an organizational setting, an overweight of pros compared to cons for engaging in a proposed organizational change can increase the individual's self interest if the change seems beneficial for the individual (Siddiqui, 2011). When the individual realize that the change is more beneficial for them, it helps them to remain competitive in the market then they more willing to execute the change process.Individuals always evaluate the advantages and disadvantages of respective intervention and then put the respective intervention into practice. When the employees think that by adopting the new ways of doing their work will benefit the employees to gain the new insights, the employees are more willing towards change. Then, it will create change readiness among employees. However, Anderson (2008) in Siddiqui (2011) mentioned if the employee does not think that the there is need for change and also this change is not worthwhile for them, then employees are not ready to accept the change.When the employees might value a planned organizational change because they believe some sort of change is urgently needed, believe the change is effective and will solve problem and believe that change will brings the organization into the better situation, then it already creates a change readiness.2.6 Management SupportManagement support for change efforts is an essential factor in creating change readiness. Armenakis, et al. (1993) revealed that the degree to which organizational policies and practices are supportive of change may also be important in understanding how an employee perceives the readiness for change. Moreover, Armenakis, et al. (1993) also found that the level of trust in management may foster perceptions that the organization can withstand rapid organizational change.Management support can also reflected from how change is accommodated by management through realignment of performance evaluation and employee compensation with change initiative program. Another form of management support is by forming a special team. The team is responsible to conduct analysis toward influencing internal and external conditions, plans changes in more detail, identify possible risks and anticipated actions, and to control implementation including progress evaluation and conduct adjustment toward real situation (Susanto, 2008).It also supported by Siddiqui (2011) that management support encouraging environment that will let the individuals to work more effectively and efficiently. Support form top managemnt is very important because these are the people who are responsible for providing the proper means to do the work.This is especially important if there have been past change efforts that bogged down or failed to achieved intended goals. Thus, the organizational member seeks to understand if there is true support for the change (Self, 2005).Theoretical FrameworkTheoretical framework is a basis of the entire research paper. It is a logically developed, described and elaborated network of association among the variables deemed relevant to the problem situation and being identified through questionnaires, observation and literature surveys. Since variable is to be considered important to the study of any give problem situation, it is essential to understand what a variables means and what are the different types of variables are:Dependent VariableThe dependent variables are the variables that primary interest of researcher and it would be the change readiness among IDL in Flextronics Shah Alam Sdn Bhd.Independent VariablesIndependent variables are the variables that influence the dependent variables positively and negatively based on the research conduct. The dependent variables for this research are appropriateness, self efficacy, personal valence and management support.Independent Variables Dependent VariableAPPROPRITENESSSELF EFFICACYCHANGE READINESSPERSONAL VALENCEMANAGEMENT SUPPORTAdapted from (Anderson, 2008)CHAPTER 3RESEARCH METHODOLOGYIntroductionThis research paper explained the method use by the researcher in obtaining data for the research. Research methodology and design is the most important process in conducting research paper because this stage will give the researcher the ideas and assumption the explained the objectives, problem statement and the research questions of the research paper.Research DesignTo achieve the research objectives, the study used the survey research design. This study was conducted through quantitative research by using questionnaire. The research will be conducted as a descriptive study and correlation study. Descriptive study is effective in determine and explain the characteristics of the variables of selected in a situation. It is undertake in organization to learn about and describe the characteristic of the selected insurance product. The goal of a descriptive study is to offer the researcher a profile or to describe relevant aspects of the phenomena of interest from an individual, organizational, industry-oriented, or other perspective (Sekaran, U., 2006), while correlation study is undertaken when researcher is interested in delineating the important variables associated with the problems. (Sekaran, U., 2006).PopulationIt is refers to the entire group of people, events, or things of interest that the researcher would like to investigates (Sekaran, U., 2006). The population for this research is focuses on indirect labour (IDL) in the Rock Department in Flextronics Shah Alam Sdn Bhd. Rock departments are more in management sides. There are basically 150 of indirect labours for the Rock Department and the sample size is 108 of employees which the researcher will focus on.Sampling DesignCommonly the sampling design being used by researcher is probability sampling. It is resorted when elements in the population have a known chance of being chosen as subjects in the sample. Probability sampling can be either unrestricted which is simple random sampling or restricted which is complex probability sampling in nature. The respondent chosen for this study were the parties who are involves in the major changes. They are indirect labours from the Rock department which consists on department of administration and security, human resource, IT, finance, supply chain, program management, planning control tower, and business excellence. The questionnaire is distributed by personally approach the respondent. The total sample is 186 respondents.Sampling TechniqueResearcher is using Simple Random Sampling for the sampling technique. This sampling design is best when the generalizability of the findings to the whole population is the main objective of the study (Sekaran, U., 2006).Data Collection MethodFor this study, secondary data were collected by paper sources and electronic sources while primary data were collected through questionnaire.Secondary DataAccording to Malhotra (2009), secondary data represent any data that already been collected for purpose other than the problem at hand. Compared to primary data, these can be located quickly and inexpensively. Secondary data also may be available when primary data cannot be obtained at all. Such data provides a basis for comparison for the data that is collected by previous researcher.In this study, the secondary data were collected from two main sources:Paper- based sources:Most of the supporting data in this study were collected from books, journals, research reports, article and internal records of organization. By referring the data and information gathered from previous researchers, it will helps to improve the understanding of the problem and gather more evidence in conducting this study.Electronic sources:Some of the data are collected from online databases, internet and website. It is beneficial to collect the data from online databases since it is economical, saves efforts, save time and expenses.3.6.2 Primary DataPrimary data was obtained by the researcher in the firsthand without any changes made by other people. The data was obtained through questionnaire and observation through the survey was conducted. The most information gain is through questionnaire made by researcher to sample in Flextronics Shah Alam Sdn Bhd. Related and suitable types of questions are chosen based on the variables used in this study.3.6.2.1 QuestionnairesA questionnaire is a form containing a set of questions that addressed theory data to statistically significant number of subjects as a way of gathering information for a survey (Answer.com, 2010). According to Sekaran (2006), questionnaire is defined as reformulated written set of questions to which respondent record. The questionnaire will be distributed directly through approaching one by one staff in organization.The questionnaire designed based on the theoretical framework in this study. The questionnaire will be segregate into different sections that include the basic information of respondent. Table .... below shows the structure of the questionnaire which consists of three parts. Part A consists of questions about the demographic profile of respondent. Part B consists of change readiness questions which are the dependent variable in this study, while Part C included four sections related to independent variables in this study which are self efficacy, appropriateness, personal valence and management support.Table : The Questionnaire DesignPart/ VariablesNumber ItemSourcesPart A : Demographic Profile6Part B: Change Readiness7Part C: Factors influencing Change ReadinessSelf EfficacyAppropriatenessPersonal valenceManagement support4434Data Analysis MethodProcedures of Data AnalysisCompleted questionnaires were examined by the researcher. Data were coded and entered into the computer to be processed using the Statistical Package for Social Science (SPSS). According to Malhotra (2010), SPSS can facilitate data preparation. For each variables of interest in this study, descriptive data were analyzed in the form of frequencies and measure of central tendency appropriate for the type of data. Correlation was incorporated to establish the direction and strength of the relationship between the independent variables and the dependent variable.Data Analysis and TreatmentThe researcher chooses to use descriptive analysis which is statistical study pattern or trend in situation. This method helps the researcher generating hypothesis for the future research. It is used throughout the data analysis in a number of different ways. Reliability and frequency analysis would be essential to used because it is useful to measure the variables of the interest in this study collected with more efficiency if more method used.CHAPTER 4DATA ANALYSIS4.0 IntroductionThis chapter reported and summarized the findings obtained in the analysis of data collected from the sample and tabulation results were presented. The data collected from the questionnaires survey were analyzed and several findings and inferences were made that served to the answer the specific research questions and to fulfil the research objectives in the Chapter 1. The questionnaires were analyzed by using Statistic Package Social Science (SPSS) version 17.0.4.1 Reliability testReliability of measure is an indication of the steadiness and consistency with which the instrument measures the theory and helps to measure the goodness of the data (). According to Miller (2009), he stated that, by conducting reliability test on the questionnaire, it can measure whether the questionnaire is perfectly reliable or not valid to be used in the study. The value of Cronbach's Alpha shows the internal consistency that is, how closely related a set of items are as a group. According to Brown (2002), it can range from 0.00 to 1.00 with all value between 0.00 and 1.00 also being possible. However, Sekaran (2003) found the range value in order to measure of the Cronbach' Alpha. Table 4.1 below shows the possible range value to measure the value of Cronbach's Alpha.Table 4.1 Range value of Cronbach' AlphaValue of Cronbach' AlphaReliability AnalysisLess than 0.59Not Good0.60Acceptable0.70 - 0.79Moderate0.80-0.89Good0.90-0.99Excellent1.00PerfectThe result from the reliability test which has been done for this study has been summarized in Table 4.2.DimensionCronbach' AlphaNumber of ItemChange Readiness (DV)0.7957Self Efficacy (IV 1)0.804Appropriateness (IV 2)0.7034Personal valence (IV 3)0.8013Management support (IV 4)0.7244Total0.8822Table 4.2 Summary of Reliability AnalysisAccording to the Table 4.2 above, all the questions consist in each variable section are reliable to be used in the questionnaire. The value of Cronbach' Alpha for change readiness, appropriateness, and management support are considered moderate as obtained 0.795, 0.703 and 0.724 respectively. The value of Cronbach's Alpha for personal valence is 0.801 and 0.80 for self efficacy, which mean the data obtained from the research considered good. Hence, based on test conducted for all questions in this research, it can be concluded that all the data obtained are considered good and reliable as obtained 0.88.4.2 Descriptive StatisticsDescriptive statistics include the numbers, tables, charts and graphs used to describe, organize, summarize and present raw data. Descriptive statistics are recommended when the objective is to describe and discuss a data set more generally and conveniently that would be possible using raw data alone. Table 4.2.1 below shows summary all the data obtained from the demographic profile of respondents.Demographic ProfileItemFrequencyPercentage (%)Age18-23 years24-29 years30-35 years42 and above2959101026.954.69.39.3GenderMaleFemale495945.454.6RaceMalayChineseIndianOthers5919201054.617.618.59.3Marital StatusSingleMarried693963.936.1Education LevelPost GraduateGraduateHigh School27432DepartmentAdministration and securityHuman ResourceITFinanceSupply ChainProgram ManagementPlanning Control TowerBusiness Excellence13199171211121512.017.68.315.711.110.211.113.9Table 4.2.1: Respondent's Frequency on Demographic ProAs refer to Table 4.2.1 above, it indicates the number and percentage of the demographic profile. From the survey conducted, it shows that the highest number of respondents are the respondents from 24 to 29 years old which 59 respondents or 54.6 %. The next range of age is 18 to 23 years old which is 29 respondents or 26.9 %. For the age range 30 to 35 years old and 42 years and above obtained 10 respondents as 9.3% respectively.For the gender analysis, the number of male respondents that involved in the survey was 49 respondents or 45.4 % while female consist of 59 respondents or 54.6 %. It shows the numbers of female respondents are greater than male.Table 4.2.1 also shows the race differences between the respondents for this study.54.6 % or 59 respondents are dominated by Malay. It followed by Indian which 18.5 % or 20 respondents. The numbers of Chinese respondents are 17.6 % or 19 respondents. Another 9.3 % or 10 of respondent are from other races.For the marital status, majority of respondents are single which consists of 63.9 % or 69 respondents. Only 36.1 % or 39 respondents are married.In table 4.2.1 also indicates the education level among respondents. There are % or 74 of respondent had graduated in diploma or degree level. % or 34 of respondent are from high school levels which are from SPM or STPM. Only % or 2 of respondents are posses post graduate which from master or PHD level.As refer to Table 4.2.1, the last demographic profile is department. Most of the respondents are from human resource department which are 19 respondents or 17.6%. It followed by respondents from finance department which are 17 respondents or 15.7 %. Others respondents are from business excellence department consists of 15 respondents or 13.9%, administration and security department consists 13 respondents or 12%, program management department consist 11 respondents or 10.2 % and respondents from department of supply chain and planning control tower consists of 12 respondents or 11.1 % respectively. The lowest numbers of respondents are from IT department which is 9 respondents or 8.3 %.4.3 Regression AnalysisTable 4.3.1 : Model SummaryModelRR SquareAdjusted R SquareStd. Error of the Estimate1.783a.613.598.30152a. Predictors: (Constant), MS, PV, SE, APBased on table 4.3.1, it showed that four independent variables which are self efficacy, appropriateness, personal valence and management support could explain the change in the dependent variable of change readiness. R value is stated 0.783 which explained that the dependent and independent variables is closely related with each other. This mean the relationship is positive and have strong relationship. R square is refers to model fit. According to Gaur and Gaur (2006), the usage of R square is acceptable to determine the correlation between observed (independent variables) and predicted values (dependent variables). Thus, 61.3 % of the model is contributed by the independent variables in this study which are self efficacy, appropriateness, personal valence and management support. Another 38.7 % are influenced by others variables.Table 4.3.2: CoefficientsaModelUnstandardized CoefficientsStandardized CoefficientstSig.BStd. ErrorBeta1(Constant)-1.082.410-2.641.010SE.830.125.5346.615.000AP-.491.210-.371-2.338.021PV.656.139.6704.706.000MS.326.057.3905.737.000a. Dependent Variable: CRBased on table 4.3.2, value for self efficacy is 0.753, value for personal valence is 0.670 and value for management support is 0.390. It showed the relationship between these three independent variables and dependent variable is in positive manner. However, appropriateness in a negative manner as obtained - 0.491 for value. 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