Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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Similarly, analysis of comments relating to employees not being listened to show that this can also be
attributed to the ‘Change’ factor inherent within the MSIT. The factor regards how change is managed and
communicated in an organisation, and with the creative staff within the organisation not having the opportunity to
put forward their suggestions as to how aspects of the organisation could be improved, the change is not managed
effectively. Similarly respondents felt that previous change initiatives had been completely top-down and forced
upon employees without consultation or description of anticipated gains, again demonstrated that change had not
been communicated effectively from management to employees.
9b) Combined Results: Differences
As well as convergent similarities in the mixed methods findings, there are inevitable differences following
the mixing of the two. These differences could be due to the wide and in-depth nature of the qualitative phase
when compared to the narrower field of the MSIT, as well as the fact that the quantitative data was collected over a
longer period of time while the organisation was undergoing a time of major changes in circumstances (for
example see Chapter VII, Section 5).
9b.1) What’s Working Well
According to results from the MSIT analysis tool, only two areas of the workplace could be described as
working well, with the rest requiring improvement. These two areas were found to be convergent with qualitative
outcomes above, and therefore the remaining qualitative aspects had no quantitative areas to be matched toward.