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dc.contributor.authorWorrall, Les
dc.contributor.authorCooper, Cary L.
dc.date.accessioned2007-04-26T15:15:25Z
dc.date.available2007-04-26T15:15:25Z
dc.date.issued1998-09
dc.date.submitted2007-04-26
dc.identifier.issn363-6839
dc.identifier.urihttp://hdl.handle.net/2436/11421
dc.description.abstractThe paper is based on a five year, UMIST-Institute of Management study into the changing nature of the Quality of Working Life and seeks to uncover differences in the incidence and impact of organizational change on the perceptions and experiences of managers. The research indicates that there are significant differences in the impact of organizational change on managers and that these vary by the respondent’s position in the organizational hierarchy, by firm size and by sector (sector being here defined as public sector, private sector and “other”). The paper makes use of correspondence analysis as a means of graphically plotting responses as a means of identifying similarities and dissimilarities in perceptions and experiences of organizational change and its impact for sub-groups of managers.
dc.format.extent106554 bytes
dc.format.mimetypeapplication/pdf
dc.language.isoen
dc.publisherUniversity of Wolverhampton
dc.relation.ispartofseriesWorking paper
dc.relation.ispartofseriesWP 019/98
dc.relation.urlhttp://www.wlv.ac.uk/PDF/uwbs_WP019-98%20Worrall%20Cooper.pdf
dc.subjectCorrespondence analysis
dc.subjectOrganisational change
dc.subjectManagers
dc.subjectQuality of working life
dc.titleManagers’ perceptions of their organisation: an application of correspondence analysis
dc.typeWorking paper
refterms.dateFOA2018-08-20T12:55:04Z
html.description.abstractThe paper is based on a five year, UMIST-Institute of Management study into the changing nature of the Quality of Working Life and seeks to uncover differences in the incidence and impact of organizational change on the perceptions and experiences of managers. The research indicates that there are significant differences in the impact of organizational change on managers and that these vary by the respondent’s position in the organizational hierarchy, by firm size and by sector (sector being here defined as public sector, private sector and “other”). The paper makes use of correspondence analysis as a means of graphically plotting responses as a means of identifying similarities and dissimilarities in perceptions and experiences of organizational change and its impact for sub-groups of managers.


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