To what extent is employee motivation for departmental support staff employed by a (UK) local authority affected by workplace organisational change

Various reasons for organizational and management change have come to light through studies. Change in an organization can be due to downsizing, redundancy, change of management through mergers and acquisition, change due to expansion, and most important due to the advancements in technology. UK has experienced problems in all types of organization. While there may be certain factors common to all, there are certain unique characteristics specific to the department or the organization.
According to Worrall, Campbell &amp. Cooper (1999) redundancy is the redundancy is the most evocative and fear inducing form of organizational change for many workers. A survey on organizational change in UK revealed that within one year there was dynamism, persistence and an increased pace of change. There was a visible increase in the number of people affected by restructuring. They also found that larger firms employing more than 500 people were more at risk of being affected by restructuring. They established that there were differences in restructuring over industrial sectors, with the public sector experiencing the highest restructuring. The effects of redundancy were consequently different also.
Brockner et al., 1986. Kozlowski et al., 1993 emphasize that emotions synonymous with grieving such as shock, anger, denial, guilt and fear. These lead to decreased motivation, decreased trust in management and decreased levels of organization commitment even in subsequent jobs (cited by Worrall et al.,). These emotions and attitudes even affect the behavior of survivors. It makes them indecisive, they are averse to taking risks, and the workers are not willing to go ‘that extra mile’ (Thornhill et al., 1997. Smith and Vickers, 1994, cited by Worrall et al.,). Individuals become loyal to their own development than the organization (Reilly et al., cited by Worrall). Robinson and Rousseau (1994) also agree that redundancy leads