Divergent change management resistance : the change to digital timesheets for academic staff on externally funded projects at the University of Malta

Abstract

This dissertation explores the manner in which change at work can be implemented at how it is perceived by the employees. By investigating this concept, the study investigates how the change from the old manual timesheet system to the new electronic timesheet system is perceived by academics employed at the University of Malta (UoM). The research adopted a qualitative approach and included in-depth interviews with seventeen different academics that are or have been involved in the timesheet process. A qualitative analysis examined the perceptions of the respondents on the UoM change and explored change suggestions in order to encourage academics to submit their timesheet on time. The importance of having good communication from the administrative aspect of the change process with the academics has been analysed as a crucial aspect to overcome change resistance. Feelings of frustration have been expressed when academics were asked for their perception on the new timesheet system and this stems for lack of knowledge either communicated or just not sought by the academics themselves. The administrative workload and the time limits that the academics have are also issues that restrict them from submitting their timesheets on time. Nevertheless, it was concluded that it is by monitoring and evaluating the change process that successful change implantation can be attained. Thus, recommendations for future research are based on exploring further how different personalities, age and knowledge background can affect change process.