Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Human Resource Development Review
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Bernerth, J.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Expanding Our Understanding of the Change Message

Jeremy Bernerth

Auburn Universitybernejb{at}auburn.edu

With the development of the global economy in the late 1980s and 1990s, organizations have been forced to continually reevaluate operations and strategies. As a result, the one constant in this dynamic world is the everchanging work environment. The human resource and organizational development fields have long looked to investigate what makes change efforts successful. Researchers and practitioners have both found employee readiness to be a critical factor in successful change efforts. This article provides a theoretical foundation for one of the most complete models of organizational readiness. Specifically, the Armenakis, Harris, &Feild five-message component model of organizational readiness is presented with a theoretical foundation for the importance of each of the five specified components. A case study is provided to display the need to communicate each of the message components. Implications and conclusions draw attention to the importance of taking proactive steps in creating readiness.

Key Words: readiness • change • communication

Human Resource Development Review, Vol. 3, No. 1, 36-52 (2004)
DOI: 10.1177/1534484303261230
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Journal of Leadership and Organizational StudiesHome page
G. F. Latta
A Process Model of Organizational Change in Cultural Context (OC3 Model): The Impact of Organizational Culture on Leading Change
Journal of Leadership and Organizational Studies, August 1, 2009; 16(1): 19 - 37.
[Abstract] [PDF]

Home page
 Advances in Developing Human ResourcesHome page
A. H. Reilly
The Role of Human Resource Development Competencies in Facilitating Effective Crisis Communication
Advances in Developing Human Resources, June 1, 2008; 10(3): 331 - 351.
[Abstract] [PDF]

Home page
 Advances in Developing Human ResourcesHome page
R. J. Torraco
Organization Development: A Question of Fit for Universities
Advances in Developing Human Resources, August 1, 2005; 7(3): 303 - 310.
[Abstract] [PDF]

Home page
 Human Resource Development ReviewHome page
R. Lines
The Structure and Function of Attitudes Toward Organizational Change
Human Resource Development Review, March 1, 2005; 4(1): 8 - 32.
[Abstract] [PDF]