QUEENSLAND UNIVERSITY OF TECHNOLOGY

By : Matthew Bennett
 For Blood, Sweat & Tears
By Matthew Bennett

Acknowledgements

(Bennett, Doshi, Do Vale Junior, Kumar, Manikam, & Madavan)

Personal thanks the team that helped me to undertake the first parts to the

concept of the FR.E.S.H Framework in 2009. That year a different type of

thinking was achieved and I personally gained much insight into the different

types of thinking and to see that the possibility of future development is right

around the corner.

Michael Rosemann (Academic Supervisor)

Personal thanks to Michael for giving myself the opportunity to expand my

understanding of BPM and also the ability to understand more managerial

thinking for better integration of BPM systems.

Trina Schmidt (Peer Supervisor)

Personal thanks to Trina for taking the time to give feedback and answer any

questions I may have in relation to change or even helping me to better

understand an organisation.

Richard Ponsonby (Peer Supervisor)

Personal thanks to Richard for the ability to learn different thinking, or the ways in

which I can address a situation through practical examples and differing

frameworks.

I would also like to say to my team and to my supervisors that it has been a pleasure

learning and reflecting with you. Thank you.

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Acknowledgements ............................................................................................................ 1

Introduction: ........................................................................................................................ 3

Employee Workplace Subconscious Link ......................................................................... 8

Employee Motivations ..................................................................................................................... 8

Employee Job Satisfaction ........................................................................................................... 12
Employee Job Attachment ............................................................................................................ 15
Subconscious Link Establishment to an organisation .............................................................. 16
Organisational and Business Model Changes ........................................................................... 18
Employee sub-conscious breakdown effects ............................................................................. 21

Workplace Organisational or Model Change (Area or Position) .................................... 24

Establishing Effective Change Implementation ......................................................................... 24

Establishing Effective Business Models ..................................................................................... 26
Conclusions and Limitations ........................................................................................... 29

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Introduction:

Humans have altered environments and enhanced their well-being unlike any other

creature on the planet (Heilman & Donna, 2007); this is no different whether the

environment is ecological, social or organisational. In recent times business

modelling techniques have become intricately detailed in the pre-designing and

evaluating of business flow before the final implementation (Ou-Yang & Lin, 2008).

The importance of the organisation change and business process model is

undeniable. The feedback received from real business process users is that the

notation is easy to learn; the models do help people to understand the process

better; the models can be used to improve the (business) process; and the notation

is expressive enough to capture the essential information (Bennett, Doshi, Do Vale

Junior, Kumar, Manikam, & Madavan, 2009).

Various academics have documented the benefits of process modelling. Indulska et

al. (2009) conducted a Delphi survey to obtain some benefits from organization with

regards to process modelling. Business Process Modelling was found to bring

benefits to the following areas:

1. Strategic: benefits from process modeling for strategic activities such as long-

range planning, mergers & acquisitions, product planning, customer retention.

2. Organizational: benefits from process modeling to the organization in terms of

strategy execution, learning, cohesion, and increased focus.

3. Managerial: benefits from process modeling provided to management in terms

of improved decision making and planning.

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4. Operational: benefits from process modeling related to the reduction of

process costs, increase of process productivity, increase of process quality,

improved customer service and/or reduced process execution time.

5. IT Infrastructure: benefits from process modeling relating to the IT support of

business agility, reduction of IT costs, reduced implementation time.

However, a process model is a theoretical practice. It is a diagrammatic

representation of a process. Once a model is put into practice, external factors affect

it. A main component of a process is the people involved. Stress and anxiety occurs

in many different circumstances, but is particularly strong when a person‟s ability to

control the demands of work is threatened in such instances as organisational

change or employee position process and communication channel changes.

Insecurity about successful performance and fear of negative consequences

resulting from performance failure may evoke powerful negative emotions of anxiety,

anger and irritation (European Foundation for the Improvement of Living and

Working Conditions).The causes and consequences for work related stresses are

listed below in Figure 1.

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Figure 1: Model of causes and consequences of work-related stress in Europe

These stresses can be attributed to a number of reasons. In the figure below, whilst

there has been a slight reduction in monotonous work, freedom to use one‟s skills

and learning opportunities in the workplace has also been slightly curtailed. This can

be attributed to people being asked to adapt to a process.

Another key reason for work related stress could be attributed to learning new things

on a job. Morrison and Brantner (1992) stated “the impact of the context, or

organizational environment, on learning may be very strong, especially in

experiential learning, where the context cannot be controlled.” This means that one

may face strong psychological pressure from learning something new that is based

on experience.

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Figure 2: Reasons for work related stress

This paper aims to provide an introductory grounding into the links between the

employee‟s psychological state and the possibility of easy implementation of

organisational and process changes. The paper is structured in the following

manner:

1. Employee Workplace Subconscious Link

1.1. Establishment of Employee motivations

1.2. Employee Job Satisfaction

1.3. Employee Job Attachment

1.4. Establish Link from Subconscious to Organisation

1.5. Organisational Change

1.6. Employee Subconscious Breakdown Effects

2. Workplace Organisational or Model Change (Area or Position)

2.1. Establish effects on Change Implementation

2.2. Establish effect on employee model and processes

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The first section will cover the employee‟s subconscious attachment to an

organisation. The section will be followed by workplace organisational or model

change effects. Finally, the examination of organisational or model changes will

focus on the effects on the employee when organisational or model change occurs.

Following this section, the paper is concluded and the limitations are presented in

the last section.

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Employee Workplace Subconscious Link

The employee workplace subconscious link is an intricate part into the investigation

of severing subconscious connections with the company and business model. The

employee workplace subconscious investigation will focus on both commencing and

established employees in an organisation, connecting links between the

subconscious breakdown and organisational and model changes. As a result, these

changes have led to numerous work related stress and anxiety cases for companies.

Employee Motivations

Employee motivations are formed overtime with the influence over many different

control factors from wage to the workplace environment. The motivations of

employees exist with an organisation‟s ability to retain employees in the short term,

by helping avoid circuit city-style meltdown, and in the long term, by retaining their

expertise, skills, contacts and relationships (Ferguson & Brohaugh, 2009). According

to Julia Allan (2009) employee motivators occur through career growth and

development, finding that tough times provide an employee with opportunities to

learn and to take on additional tasks. While workers can no longer rely on job

security they do appreciate programs that help in their employability (Quinn, 1996).

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Employee motivation is not limited to just earning money social status in society.

However, this is not just limited to external motivations but can come from working

within an organisation. Employee motivations according to Dwilvedula and Bredillet‟s

(2009) diagram are clustered into five groups:

1. Employee development

A joint, on-going effort on the part of an employee and the organisation

for which the upgrading of either his or her knowledge, skills, and/or

abilities (Univeristy of Minnesota, 2008). The success of employee

motivation will require balancing both employee and organisational

needs and goals.

2. Work Climate

A workplace which is designed to empower employees to develop

techniques and strategies to contribute the transformation of their

workplace environment creating a profound and far-reaching workplace

culture, ultimately achieves benefits for both employee and

organisation (Cotton P. ).

3. Perceived Equity

Employee relationships can also be explained through equity theory,

which has is often applied and applauded due to its explanatory power

in casual relationships (Vogl-Bauer, Kalbfleisch, & Beatty, 2004). The

equity which an employee looks for when employed in an organisation

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are work recognition, adequate pay, adequate freedom at work and

also feedback from fellow work colleges (Dwivedula & Bredillet, 2009).

4. Work Objectivity

The ability for an organisation to create objectivity within its working

environment it must address two variables – goal clarity, and task

identity (Dwivedula & Bredillet, 2009).

5. Job security

According to Dictionary.com (2010) this is the assurance an employee

has about the continuality of gaining employment, which usually

eventuates from a „contract of employment, collective bargaining

agreement, and/or labour legislation preventing arbitrary termination,

layoffs, and lockouts.

The ability to address these five motivational forces allow for more sub-category

identification of an employee‟s motivational triggers. The below Model of work

motivation (Dwivedula & Bredillet, 2009), outlines some sub-categorical motivational

triggers linked to the above motivational categories. Employee motivation is reflected

within the employee‟s satisfaction of their own ability to achieve and balance

motivational goals.

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Figure 3: Model if Work Motivation

The ability to address a majority or even some of these work motivations will allow

for an organisation to gain employee satisfaction, leading to organisational benefit

from their employees. The organisational benefit from employee satisfaction has

both financial and productivity advantageous effects, allowing for additional

opportunities to unfold with organisational development and earnings to intensify.

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Employee Job Satisfaction

Job satisfaction for an employee is created when one or more motivational triggers

have been fulfilled in one or differing ways from both professional and social

streams. Job satisfaction can be either positive or negative whether an employee is

looking for flexibility due to family commitments, professional development, social

opportunities or even remuneration for the job performed. However, a majority of

employees will not always experience job satisfaction whether on a life altering

scale, which can lead to anxiety and in even worse changes stress related disorders

such as burnout, or on a smaller scale, will lead to more mild nervous tensions within

their surrounding environments. According to Fishein (1967) job satisfaction deals

primarily with cognitions and affective responses to occupation stimulus, however,

this may be more transitory in nature. This can be enforced through the use of the

TSI Belief Scale which consider respondent self-perceptions and their perceptions in

the areas of safety, trust, esteem, intimacy and control (Robinson, Clements, &

Land, 2003), allowing for analysis of disruption in an employee‟s cognitive schema.

In accordance with the perceptions of employees The FR.E.S.H Framework

(Bennett, Doshi, Do Vale Junior, Kumar, Manikam, & Madavan, 2009) developed

and presented that an employee will trust and mistrust based on environmental

influences and will perceive their self on the way interpretation occurs from the

surrounding environment and interactions. Furthermore the Maslowian Core Model

(Figure 4) for the FR.E.S.H Framework (Bennett, Doshi, Do Vale Junior, Kumar,

Manikam, & Madavan, 2009) shows the ability of job satisfaction to be fulfilled

through the ability to satisfy the primary desires via the satisfying the secondary

desires of a human. The satisfaction of an employee‟s belonging, esteem and self-

actualisation within a company will allow for a strengthened satisfaction, for this to be

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achieved to an organisation will need to base its employee development and

advancement, as well as communicational policies around the above mentioned

Figure 4: Maslowian Core

Figure Four secondary desires. Furthermore when designing both positions and

policies a company should also take into consideration the characteristics of the jobs

through the use of a Job Characteristics Model (Hackman & Oldham, Work redesign,

1980) allowing for job enrichment through numerous psychological states, leading to

specific outcomes in the work environment. The five main characteristics (Hackman

& Oldham, Work redesign, 1980) that are described within the Job Characteristic

Model are:

1. Skill Variety

Skill Variety is the degree in which an employee is able to readily use a

number of their skills, abilities, or talents to complete the current

organisational task present.

2. Task Identify

Task Identity relates to the ability for an employee to complete a job in

wholeness, allow for him or her to identify to the work being contributed

or completed throughout its life span, leading to a visible outcome

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3. Task Significance

The importance when organisations allocate tasks to employees is the

degree to which the task will impact on the lives or work of not just the

employee but other employees in the workplace.

4. Autonomy

The ability for an employee to carry out a task allocated by the

organisation in substantial freedom and discretion to an individual from

scheduling the work required to the procedures used to carry out the

task.

5. Feedback

The feedback given to an employee is either during or after a job

resulting in the individual obtaining from the organisation constructive

criticism regarding performance either directly from the task or from

fellow associates.

Through the ability of an organisation to attain job satisfaction, their ability to create

employee attachment will lead to an extensive opportunity to harness a long term

physical asset which contributes to differing areas of an organisation. The

contributions though the harnessing of the physical human asset of the employee

can be seen in knowledge management, organisational vision, and even employee

culture unification where the company is able to evolve or change with greater

employee support.

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Employee Job Attachment

The notion of Employee attachment to an organisation was first established

throughout the developed world during the 1970‟s to the late 1990‟s and still to this

day continues to be analysed through longitudinal studies and Labour Market

Surveys (Swidinsky, 1992). According to Jaros et al (1993) who noted that for over

two decades, researchers have persistently and gradually refined the meaning of

organisational attachment, slowly evolving it into a complex concept that can serve

as both a summary index for work related experiences and as a predictor of work

behaviours and behavioural intentions. However, Buchanan (1974) takes

organisational attachment one stage further through describing employee

attachment as, “A partisan affective attachment to goals and values of an

organisation, to one‟s roles in relation to the goals and values, and to the

organisation for its own sake, apart from its purely instrumental worth.”

An employee‟s strength of identification with and involvement with in a particular

organisation is measured from their personal motivational triggers and identification

with the organisational values (Porter, Steers, Mowday, & Boulian, 1974). From this

it can be determined that the Model of Work Motivation outlining employee

development, work climate, perceived equity, work objectivity and job security

(Dwivedula & Bredillet, 2009) can be linked in with the employees strength of

identification and involvement with the organisation. The work conducted by

Dwilvedula and Bredillet (2009) into the area of work motivational triggers can be

reinforced through earlier work conducted by Kelman (1958), who distinguished

between the adoption of an individual‟s specific behaviour and attitude patterns in

return for specific rewards and to avoid costs associated with quitting or withdrawal

from an organisation. As well as this further conduct distinguishing between

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organisational identification where an individual will adopt attitudes and behaviours in

order to gain association, as well as an individual‟s internalisation where the

individual adopts further behaviours and attitudes because of their content is

congruent with individual value systems (Kelman, 1958). Further to the point of

attachment, according to O‟Reilly and Chatman (1986) the degree of attachment is

determined from which the individual internalises or adopts characteristics or

perspectives of the organisation.

The importance of employee attachment to an organisation through the creation of

job satisfaction and motivation can be directly linked to improved productivity and

quality of work. However, at the same time commitment has been found to have a

negative impact upon an organisation through absenteeism and labour turnover

(Cotton & Tuttle, 1986) (Clegg, 1983).

Subconscious Link Establishment to an organisation

Highly committed employees wish to remain with their employing organisations

(Mowday, Porter, & Steers, 1982). This common theme is presently embedded

within the sections of employee motivations, satisfaction and also employee-

organisational attachment. The ability for an organisation to firstly address employee

motivational triggers will release full organisational productivity and quality, as well

as help to better implement organisational change into the workplace environment.

Through addressing this directly organisations will find in many instances where

individuals are required to perform critical jobs, will go above and beyond the call of

duty for the benefit of that organisation (Mowday, Porter, & Steers, 1982). An

organisation should never underestimate the potential of any employee, as reflected

upon in the previous statement employees will go above and beyond when required

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if they are motivated, satisfied and attached to an organisation. This is furthered by

studies who have measured commitment as a combination of belief in an

organisation‟s goals and values, in which an employee‟s willingness to exert effort on

behalf of the organisation, and hold a strong desire to maintain organisational

membership (Mowday, Steers, & Porter, 1979).

A failure to develop this subconscious link to the organisation among its members

may require increased costs associated more detailed sophisticated control systems

(O'Reilly & Chatman, 1986). From the development of more detailed sophisticated

control system employee motivational triggers slowly diminish making way for

organisational-subconscious links to be broken down, leading to organisational costs

in absenteeism and labour turnover.

When an organisation is considering change the use of emotional intelligence should

be considered for a means of assessment on how an organisation can improve

performance and productivity, and develop more effective human resource strategies

to deal with the organisational change (Chrusciel, 2006).

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Organisational and Business Model Changes

Today, it is commonplace for an organisation to undergo changes due to either

internal or external environmental factors. The particular significant changes come

from an organisation trying to cope in order to improve competitive advantage/s and

maximize financial gains that accompany the transformational process (Weber &

Weber, 2001). The amount in which organisations change is quite significant, often

traumatic change to accommodate for and adapt significantly to shifting conditions

environmental changes in local and global markets . With organisational change

occurring more commonly today, business process models are changed to reflect

the direction of the business, making at times changes to individual position

processes and relationship communication channels, or even at times, divisional

models. Business Process Modelling and Management are not solely exclusive to

when organisational change occurs, as they are undertaken to optimize and

enhance where there is high leverage and a big proportion of added value to

business operations (Mohamed, 1997). When combining both organisational change

and BPM it is important that the establishment of corporate goals eventuate and

employee‟s efforts focused on to ensure organisational unification. The approach

while contemplating organisational change and how this will impact business

operational processes is to remember culture change and how this will not simply

occur through having good systems and the right organisational processes in place

(Mohamed, 1997). Should an organisation wish to ensure a business process

management culture a systematic approach to design, prioritize, manage, control

and monitor business processes that will lead to superior competitive standards

(Mohamed, 1997). However, through this change to an organisation the ability to

now focus on the primary asset of people is taken as a resource only, given a dollar

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figure for managerial costing. With the separation of both business process models,

organisational change and the employee, there will always be issues that surround

the employee‟s ability to identify, adapt and respond to the changes occurring within

the organisation.

Employees will seek to attain what they need to understand within an organisation

(Bennett, Doshi, Do Vale Junior, Kumar, Manikam, & Madavan, 2009) no matter the

age, as they will be looking to understand what changes are occurring within the

workplace and even organisation so that they may identify, adapt and respond. From

this information attained each individual employee will try to control their surrounding

environmental factors in their own way, thus, based upon their response the

employee‟s trust and mistrust relationships with their present environment (Bennett,

Doshi, Do Vale Junior, Kumar, Manikam, & Madavan, 2009). The adaptation of the

trust and mistrust relationships

depend on the contact period to

the norm environmental factors of

the organisation leading to the

creation of doubt towards the

differing external environment

parties (Bennett, Doshi, Do Vale

Junior, Kumar, Manikam, &

Madavan, 2009). With the

creation of mistrust towards an

organisation, management and

Figure 5: Erickson Core
the business model will see organisational costing increase from absenteeism

(Cotton & Tuttle, 1986), Employee Compensation from stress and related disorders

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(Byrd, 2009), even labour turnover (Clegg, 1983). The Erickson Core will respond to

the employee‟s ability to undertake and deal with the current organisational and

organisational model change, this means that a person may negatively perceive the

changes being implemented into the workplace, or be hindered during one the core

model stages in their own way through changing of a communicational or operational

process. However, he or she will still continue on to the next stage of the model, by

which the reinforcement of doubt will be further enhanced.

Employees will experience differing sub-conscious breakdowns, of which will often

be stress related to the surrounding environmental factors.

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Employee sub-conscious breakdown effects

The sub-conscious breakdown effects on the employee can be seen in stress and stress

related disorders from anxiety to serve depression. The differing effects which stress will

have on an employee are not just physical but also psychologically damaging, as seen in

Figure 6 the stress reactions,

can lead to disastrous effects

for an employee, as well as

detrimental effects such as

increased costing, and

impaired employee

performance and absenteeism.

Figure 6: Model of causes and consequences of work-related stress in Europe

However, should an employee‟s sub-conscious breakdown some effects are:

 Work-Family Conflict

A form of inter-role conflict in which the role pressures from work and family

are mutually incompatible (Greenhaus & Beutell, 1985), thus leading to an

employee having to choose between either family and work.

 Depression

A psychiatric disorder characterized by an inability to concentrate,

insomnia, loss of appetite, anhedonia, feelings of extreme sadness,

guilt, helplessness and hopelessness, and thoughts of death

(Dictionary.com, 2010).

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 Burnout

A psychological linked factor attributed to work overload, role conflict,

role ambiguity, workplace environment and even supervisory support.

The workload required to be achieved is unhinged due to there being

not enough time or resources to meet the demands placed upon the

individual worker (Brewer & Shapard, 2004).

These are a few of the more serious outcomes should an employee subconscious

connection breakdown. The employee will not always know how to handle the feelings he or

she are experiencing at the time putting it down to a bad day at work, and not being able to

assess their own psychological state (Buggy, 2010).

For an organisation, stress of an employee can be detrimental to the overall bottom line of

productivity and quality. In effect organisational education about stress through the issuing of

staff information packs containing instructions on self-assessment, contact numbers, fact

sheets and also organisational process (Buggy, 2010).

The established link between work stressors and employee well-being places a clear moral

obligation on organisations to provide a healthy environment (Patterson, West, Lawthom, &

Nickell, 2003). In addition to this organisational moral obligation, it is also argued that the

financial impact can be reduced when well-being and ill health are addressed (Donald,

Taylor, Johson, Cooper, Cartwright, & Robertson, 2005).

However, according to Kompier and Cooper (1999) such organisational interventional

practices by organisations concentrate on the effects of stress on an individual, however,

actually fail to reduce actual stressors from the workplace environment. The reasons for the

individual-focused approach according to Kompier and Cooper (1999) are a combination of:

 Senior management failing to take responsibility, blaming employee-personality and

lifestyle rather than work environment factors.

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 The extreme difficulty adhering to systematic intervention and evaluation strategies

within an ever changing organisational structure

 The lack of definite empirical evidence on the costs and benefits of stress

interventions

With this employee enhancement and understand is segregated between both

managerial and the rest of the organisation (operational, clerical, professional etc.),

due to the lack of trust between parties and their being a doubtable relationship in

which mistrust is a key player. The ability to provide open communication channels

for employees will allow for the extended feelings in which an employee will feel

valued and trusted by an organisation (Donald, Taylor, Johson, Cooper, Cartwright,

& Robertson, 2005). Once this trust has been established more effective change

implementation is readily available.

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Workplace Organisational or Model Change (Area or Position)

Establishing Effective Change Implementation

In the workplace today it is said that management is perspective when it comes to

people, organisations, problems and opportunities, but above all perspective when it

comes to change (Kipp, 2004). To such management knows how much the change

is needed, how the change will occur, associated costs and also whether the change

can be led (Kipp, 2004). The impact of organisational change on various facets of

an individual‟s behaviour are guided and poorly supported when change is occurring

as organisations tend to be very good at planning and orchestrating the technical

and structural aspects of change (Bennett & Durkin, 2000). Fundamentally, the first

steps an organisation should take is to identify the specific behaviours they are trying

to achieve (Biggs, Dingsdag, & Sheahan, 2007) during the change implementation

and the behaviours they wish to invoke thereafter. However, if the organisational

clients have become top priority, it is important not to forget your commitment also to

the organisation employees, if this occurs employees may feel undervalued, and

high turnover and loss of expertise may ensure (Engaging the staff in a real

relationship, 2009).

Figure 7: The Theory of Planned Behaviour (based on Ajzen, 1991)

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The direct determinants of intentions and behaviour, Figure 7 identify the beliefs

underpinning the constructs of attitude, subjective norms and perceived behavioural

control (Ajzen, 1991). According to Ajzen (1991) an individual‟s attitude is the

function of salient behavioural beliefs, or the belief that outcomes associated with the

behaviour which will occur, these beliefs are weighted by evaluations of the

pleasantness of each of the outcomes. Ajzen (1991) go on further to say, subjective

norms are the function of the extent which other people want a person to behave,

this normative belief is weighted by the his or her motivation to comply. However, the

functional belief of perceived behavioural control concerns whether resources and

opportunities are available to perform the controlled beliefs, these are weighted upon

the expected impact that these factors would have if they were to have perceived

power. Furthermore, the identification of beliefs that underlie the attitudes of

employees toward a change initiative will help change managers to develop a

greater understanding of the psychological normative pressures and perceived

behavioural factors that distinguish between those employees that support the

change and those who don‟t (Peach, Jimmieson, & White, 2005).

Once change has proceeded to the implementation stage in which either a full or

departmental organisational rollout occurs it is imperative that belief-based or indirect

measures of attitudes are obtained in the areas of Behavioural beliefs (benefits and

costs), outcome evaluations, employee normative beliefs, motivation to comply,

control benefits and perceived power (Jimmieson, White, & Zajdlewicz, 2009).

Through the collection of this data the ability for clear employee feelings will be

clarified and will allow for the organisation to respond correcting the fall areas to

ensure change success.

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From this collection once fall areas and employee perceptions are corrected the

development and/or amendments to business operational models can commence.

Establishing Effective Business Models

Once the organisational implementation phase has been indicated in an organisation

and business operations are becoming more grounded, substantial changes to or

reconfiguration of an organisation‟s business processes (Hillol Kumar, 2008).

However, the reconfiguration of the organisational model must „fit‟ with the

environment and effective organisations, however, not only must they „fit‟ with the

environment but also between the subsystems (Iivari, 1992). So a thorough analysis

of the organisation will reveal any current and potential problems with the

organisational model and subsystems (Trkman, 2010). This step is important as it is

very dangerous to assume and simply copy one business process or approach

towards an organisation‟s model improvement as it is unknown if the same benefits

will be created (Trkman, 2010). Modelling Success is difficult to measure, therefore

is often ill defined, and there existing no standard measure that applies across all.

Therefore, the need is to follow a clearly defined and planned process, when deriving

success measures for any given context (Sedera, Rosemann, & Gable, 2002).

Sedera et al (2002) define a Process Models‟ Success Measurement Framework as

consisting of 6 dimensions. These dimensions are listed below:

1. Modelling success refers to the “extent to which all desirable properties of a

model are fulfilled to satisfy the needs of the model users in an effective and

efficient way”

2. Modeller satisfaction refers to the “the extent to which the modellers (those

who design the process models) believe process modelling meets the

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fulfilment of the objectives that underlay the modelling project and the extent

to which they believe that process modelling was efficient and enjoyable”

3. Process model quality refers to the “extent to which all desirable properties

of a model are fulfilled to satisfy the needs of the model users in an effective

and efficient way”

4. Model refers to “the extent of comprehensive application of the models.”

5. User Satisfaction refers to “The extent to which information requirements

are met”

6. Process Impact refers to the “measures the effects of process modelling on

the process‟ performance”

7. Organisational Impact refers to the “measures the effects of process

modelling on the process‟ performance”

The ability to achieve reconfiguration and implementation successfully lies with the

individual employee who is working within confines of the process or model. As

introduced above stress and anxiety can occur in many different circumstances, but

are particularly strong when a person‟s ability to control the demands of work are

threatened in such instances as organisational change or at times business process

re-engineering occurs. In effect open communication and employee involvement will

allow for a more unified transition of change or model reconfiguration. The use of

open involvement from employees will allow for an organisation to create an open

awareness culture which will eliminate most notions of betrayal by management and

will instil added trust as within management that they are showing leadership within

their decisions and with the changes.

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However, even though this may create less tension within a company it will still be

important to better understand the employee. Working alongside and cultivating

more interpersonal relationships with an employee will allow for of a more open door

policy to be established where trust is a two way flowing street. The relationships

that are created with a company are important should there ever be a need for

organisational change and/or model reconfiguration.

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 For Blood, Sweat & Tears
By Matthew Bennett

Conclusions and Limitations

Concluding this report, a number of findings can be derived from the knowledge

obtained from literature research. A human, whilst possessing unique individual

characteristics, is similar in many psychological characteristics. Acknowledging this

fact can enable an organization to better their implementation of change and

business models, as they are aware of how a person can react to any different

situation.

This study also explored the possibility of how to better implement organisational

change and model implementation through the better understanding of employee

motivational triggers, job satisfaction and job attachment. Achieving this

understanding would enable the organisation to view a more holistic implementation

of change and organisational model reconfiguration process.

This study is not without its limitations. Firstly, the idea is highly theoretical and was

approached with the idea of incorporating human behaviour as a straightforward

possibility in everyday business. To further enhance this study, actual

implementation with human participants would be needed to fortify the theories

discussed.

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 For Blood, Sweat & Tears
By Matthew Bennett

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