Open AccessOrganizational Change and its Effects on Throughput: A Case Study of Lonmin Mine Shafts
Author(s) -
T.K. Ramasu,
Clinton Aigbavboa,
Wellington Didibhuku Thwala
Publication year - 2021
Publication title -
iop conference series. materials science and engineering
Language(s) - English
Resource type - Journals
eISSN - 1757-899X
pISSN - 1757-8981
DOI - 10.1088/1757-899x/1107/1/012229
Subject(s) - restructuring , ibm , perception , statistical software , descriptive statistics , psychology , statistical hypothesis testing , knowledge management , applied psychology , computer science , statistics , business , mathematics , data science , materials science , finance , neuroscience , nanotechnology
Several factors contribute to the effectiveness of an organization after an organization restructuring. Some of these factors are easily measurable while some are not. This study investigated the effect of employee attitude and perception towards organizational change (Theory of Constraints (TOC)) implementation using two Lonmin mine shafts as case studies. Sustainability of TOC was also considered. A quantitative research method was used for collecting data from two shafts in Lonmin Mine as a case study. The data was analysed using the IBM SPSS statistics 26 software. Descriptive and inferential statistical methods were performed on the data to test for statistical significance of the results. Findings from the study revealed that employees show remarkably positive attitude and perception towards organizational change. However, there is no correlation between the attitude and perception of employees and the organizational throughput.