Case Study Questions Example | Topics and Well Written Essays - 750 words

Questions - Case Study Example By so doing, the company has put into use the business warehouse, SAP net waiver, data warehousing solution, SAPs analytical and reporting. In the process, the regional enterprise resource planning system, feed the warehouse with their data. At their point, the data received is the manipulated by formatting and standardizing it for analysis and enterprise-wide reporting. By so doing, the differences in the data over the enterprise is eliminated. To add-on that to better the data loads and increase user adoption and perception, the specialists in the Colgate information systems implemented the SAP Net Weaver BW. Further, the specialists implemented SAP objects of the business web intelligence to develop customized reports. The SAP web intelligence puts in place a strong, instinctive interface. The interface gives opportunities to the involved professionals to enquire spontaneously on their data. Each time a sales report got developed and run, there was a discrepancy and differences in the shipment and the number of the orders made. Again colligate need data that was more usable and viable in decision making. To add on that there was a need for a different business units and managers of the company to work with the same type of data world over. The act will help in the development and making of more relevant decisions. Secondly, the form of the data output for the senior managers from the warehouse is an HTML table that is produced daily. In the table, there are comparison between the operational and financial metrics of the day in relation with that of the past month and quarter in general. The data was not however used well enough by the employees in the decision-making in the bid to make an impact on the business gains. With increased need of more user-friendly data, accessed and timely access of the data, the senior managers together with their casuals, demanded increased access to the warehouse. The main issue was to

Diversity Management Essay Example | Topics and Well Written Essays - 3000 words

Diversity Management - Essay Example Diversity management was considered as the best method in handling this particular situation in the workplace that concerns multiculturalism. Generally defined as the â€Å"systematic and planned commitment by organizations to recruit, retain, reward, and promote a heterogeneous mix of employees,† diversity management offers policies that would handle the various ethnic minorities in the industries such that their needs and competitiveness are met by the industry. Its theories and techniques were applied and further developed by a large number of officers, training specialists, consultants, and even academics to enhance its strategies in order to adapt to the multicultural work environment. Diversity management was thought to help improve organizational effectiveness and competitive advantage to organizations if managed well. But instead of fixing the dilemma of multiculturalism in the workplace and as well as the individual needs of the ethnic minorities in the workplace, div ersity management were found to have its concealed effect that further made the situation more difficult for them. Moreover, there are at the same time some issues that need to be addressed brought about by this new trend in the industries. Racial discrimination is one of the most common and the most prominent issues that rises above all others. Various ethnicities that are now associated with the industries globally, face different forms of discrimination that prevents them from realizing their fullest potentials in the workplace. What they have now is a continuing struggle against racial discrimination that limits their chances of attaining the highest possible role in the company they are connected with. Since its focus is more on the individual differences of each minority, diversity management contends with the individual roles as well as the role of each ethnic minority in enhancing labour productivity, innovation and efficiency. This further challenges and limits the development of an organizational structure that encourages a heterogeneous workplace environment. Diversity management's excessive focus on the individual and unique strengths based on his ethnicity confronts one's ability of integrating and associating himself in the group. (cited in Tomei, 2003) Diversity Management and Valuing Individual Differences in Europe/UK Equality among the members of a multicultural organization or industry remains as the most critical part in management strategies. And the introduction of diversity managem

Case Study on Financial Management Essay Example | Topics and Well Written Essays - 2000 words

Case Study on Financial Management - Essay Example The aim of diversification is to reduce the extreme ups and downs in returns and rather to create a consistent return under different economic and market conditions (McGowan, Collier and Young 1992). There are many different asset classes that are available to an investor when making an investment decision. Depending on the return the investor is looking at, the time horizons that the investor is expecting to reap the benefits in and also the level of risk the investor is willing to accept, he or she can invest in a varying combinations and thus achieve diversification of his or her portfolio. Some of the asset classes that are available to us today are money market funds, bonds funds and equity funds. Money market funds are short-term debt instruments that are very liquid and can be converted to cash easily. Treasury bills and commercial paper fall into this category. The risk of loss is lower and pay higher yields than deposit accounts. Bond funds on the other hand pay a regular income, have a longer maturity period and the actual income can fluctuate during economic upturns and downturns since it is for a longer period of time than the money market funds, however they are rel atively safer than equity funds. Equity funds yield much higher returns than both money market and bonds funds however they can be very volatile in the short term and cause havoc in a portfolio. Therefore it is advisable to invest in them for long-term gain rather than short term gain. Diversification can be further classified into geographic, industry and style diversification as well. By this it is meant that we can diversify our portfolios by equity, bonds and money market funds from different regions and countries - which is known as geographic diversification. Sector or industry diversification is investing in equity and bonds from different industries instead of sticking to one particular industry. Style diversification is investing in a portfolio that has instruments that have short term and long term yields or under valued and over valued stocks or all (Adair, Berry and McGreal 1994). The Addendum gives a detailed description of the different diversification strategies that can be used by an individual when combining two classes of assets and gives an indicative calculation of how risk and rewards are leveraged under each strategy by just changing the weight given to the different

Case Study Questions Example | Topics and Well Written Essays - 750 words

Questions - Case Study Example By so doing, the company has put into use the business warehouse, SAP net waiver, data warehousing solution, SAPs analytical and reporting. In the process, the regional enterprise resource planning system, feed the warehouse with their data. At their point, the data received is the manipulated by formatting and standardizing it for analysis and enterprise-wide reporting. By so doing, the differences in the data over the enterprise is eliminated. To add-on that to better the data loads and increase user adoption and perception, the specialists in the Colgate information systems implemented the SAP Net Weaver BW. Further, the specialists implemented SAP objects of the business web intelligence to develop customized reports. The SAP web intelligence puts in place a strong, instinctive interface. The interface gives opportunities to the involved professionals to enquire spontaneously on their data. Each time a sales report got developed and run, there was a discrepancy and differences in the shipment and the number of the orders made. Again colligate need data that was more usable and viable in decision making. To add on that there was a need for a different business units and managers of the company to work with the same type of data world over. The act will help in the development and making of more relevant decisions. Secondly, the form of the data output for the senior managers from the warehouse is an HTML table that is produced daily. In the table, there are comparison between the operational and financial metrics of the day in relation with that of the past month and quarter in general. The data was not however used well enough by the employees in the decision-making in the bid to make an impact on the business gains. With increased need of more user-friendly data, accessed and timely access of the data, the senior managers together with their casuals, demanded increased access to the warehouse. The main issue was to

Case Study on Financial Management Essay Example | Topics and Well Written Essays - 2000 words

Case Study on Financial Management - Essay Example The aim of diversification is to reduce the extreme ups and downs in returns and rather to create a consistent return under different economic and market conditions (McGowan, Collier and Young 1992). There are many different asset classes that are available to an investor when making an investment decision. Depending on the return the investor is looking at, the time horizons that the investor is expecting to reap the benefits in and also the level of risk the investor is willing to accept, he or she can invest in a varying combinations and thus achieve diversification of his or her portfolio. Some of the asset classes that are available to us today are money market funds, bonds funds and equity funds. Money market funds are short-term debt instruments that are very liquid and can be converted to cash easily. Treasury bills and commercial paper fall into this category. The risk of loss is lower and pay higher yields than deposit accounts. Bond funds on the other hand pay a regular income, have a longer maturity period and the actual income can fluctuate during economic upturns and downturns since it is for a longer period of time than the money market funds, however they are rel atively safer than equity funds. Equity funds yield much higher returns than both money market and bonds funds however they can be very volatile in the short term and cause havoc in a portfolio. Therefore it is advisable to invest in them for long-term gain rather than short term gain. Diversification can be further classified into geographic, industry and style diversification as well. By this it is meant that we can diversify our portfolios by equity, bonds and money market funds from different regions and countries - which is known as geographic diversification. Sector or industry diversification is investing in equity and bonds from different industries instead of sticking to one particular industry. Style diversification is investing in a portfolio that has instruments that have short term and long term yields or under valued and over valued stocks or all (Adair, Berry and McGreal 1994). The Addendum gives a detailed description of the different diversification strategies that can be used by an individual when combining two classes of assets and gives an indicative calculation of how risk and rewards are leveraged under each strategy by just changing the weight given to the different

Attrition in Pharma Industry Essay Example for Free

Attrition in Pharma Industry Essay Insights of attrition rate of Medical representatives in Pharma companies and innovative ways to improve them. Overview: Attrition refers to the reduction in staff and employees of company by normal means. The primary focus is to present the high attrition rate seen in the pharmaceutical market industry, its causes and controlling strategy for retention of Pharma sales representatives. Though attrition is a natural phenomena in all industries, Indian Pharma marketing industries is worst plagued by it. After IT and BPO, Pharma marketing industries experience the greatest rate of employee leaving the company for various reasons. While global Pharma marketing attrition rate is 10-12% per annum, the rate of employees who leave the organization in India is 25 -30 %. The attrition is more prevalent in the middle and junior management level, due to which majority of the companies have understood the criticality of talent management. Retention is always a big challenge for any organization in today’s time frame. Indian Pharma companies have started paying attention towards the retainment and management of the Medical Representatives to gain key and valuable employees back into the company. High attrition rate of MR happens due to following reasons: 1) External factors The demand of fresh talent is more. The companies are looking for fresh talent to incorporate new ideas but the supply is very less, career view point of many young people to join as MR is just to prevent the ‘Stop Gap’ in their career path. The demand-supply imbalance leads to significant efforts to retain and attract a skilled Medical Representative. This has led to higher salary hikes in the Pharma sector than most other sectors .This is clearly a challenge in an industry which is very knowledge and relationship driven. 2) Internal factors It has been observed that many MR leave their job during the first 3 months itself due to the reasons like they were not serious about their job, They were overqualified and lost interest in their job, They might even be under-qualified and felt bogged down by the challenges of the job, They lack motivation, feel less growth in career path, Monotonous work, limited  training and development opportunities, wor king environment as well salary and compensation becomes an important issue in some cases etc. Now to meet the global competitiveness; Pharma companies have transformed their survival strategy to competitive strategy as a result there is huge pressures on the shoulder of medical representatives for higher secondary sales achievement and thereby constantly poking the field force which eventually leads to attrition. So the people change organizations frequently. Similarly poor management is also one of the key factors responsible for leaving the organizations. There is a popular saying â€Å"employee leaves the boss not the organizations. â€Å" Poor management includes lack of support to the employee, lack of transparent career growth ladder, adverse relation between the boss and subordinates, lack of motivation. Psychological relationship between leaders and employee is very crucial for sticking of employee in a particular organization. Thus, Organization culture also plays a significant role in sticking of Pharma sales representative in the same company for long run. Retention of the talented employees is always the most important agenda for any company to grow. Sometimes monetary benefits can help as by recent survey it was shown that more and more medical representatives are moving in insurance, telecommunications etc as they are paid double in those sectors but only monetary benefits are not sufficient to retain them it ultimately becomes a hygiene factor in talent management. Thus looking for new methods for attracting, motivating and retaining them becomes very important. Being the first line manager few suggestions to reduce attrition rate: 1. Treat employees as you like to be treated:  Treating and handling the employee with appreciation and care is most necessary. While addressing or pointing out their problems they shouldn’t be criticized and rather should be explained in a courteous manner. The sales representative undergoes a lot of pressures and tensions regarding the achievement of targeted sales so, they should be motivated continuously and should be dealt in same manner as the first line manager or other seniors would like to be treated. Incentives like give free monthly travelling passes, movie tickets, etc. can be given. 2. Ask employees for their opinions and implement the good ideas: Having equal contribution from the entire sales force representatives can have an impact over representative’s mind that their ideas and thoughts are valued and are taken into consideration when need arises. Having certain schemes for bringing about certain new ideas to increase the sales level should be implemented, this shall bring about a flow of innovative ideas and also execution of those ideas will bring about a sense of dignity among employee. 3. Reward those that go above and beyond the call of duty: Certain incentives can be granted when a particular sales representative works excellently and achieves sales beyond the targeted levels. There could also be certain cases when an employee performs or outdoes something which wasn’t achieved by any employee in the company before, for that he should be acknowledged well and should be awarded like salesman of the year, highest target achiever, fastest target achiever, etc. and they should be felicitated in front of the whole company instead of felicitating through emails. 4. Take very good care of your star performers or someone else will: Taking good care of star performers is very essential. Their qualities maybe unique and selling strategies might be very effective. Interacting and making them comfortable about their job shall retain the employee in the company and chances of him leaving the company for another might reduce to some extent. If they are performing really well incentives like foreign trips, etc. can be given. 5. Communicate with your staff: Sales peoples sometimes feel that the company doesn’t care enough for them. So, the higher level executives can make a point to interact with them at a time and get a knowhow about what problems they are facing on the field and other certain issues. First line manager should always communicate through all the sessions with each employee and have discussion regarding all the sales meet and problems related to those the sales rep might’ve had. 6. Hold skip level meetings to make sure that you’re Managers/Directors  are treating their staff correctly: Skip level meetings by higher ups can bring about more peachy feeling in the employee they might feel the concern and guardianship from top executives. This shall further charge and motivate them for the tasks they perform. 7. Build career planning for each employee: If employee wants to pursue further education the company can help by providing him admission in collaborated institutions- tailor made courses as well as sponsoring its education thus meeting the need of the employee which motivates him as well as help the company in retaining him. 8. Bring about job rotation and more growth opportunities: Giving growth opportunities like promotion and assigning certain new functionalities in the job shall increase the overall knowledge about the sales rep and also he won’t feel monotonous about the work he’s been performing. This shall give in-depth knowledge about other functions in the company and shall thereby increase the understanding of the employee about working of the other sectors in company. 9. Making them feel like family member: The employees of the company should be treated as the assets and they must be treated like a family member. Salesperson job is mostly to work out of the company, in such cases wishing them on their birthdays, anniversaries, etc. can be done. Also, paying visit or giving condolences to the MR on death of his family member can make him feel concerned and a part of family. 10. Optimizing target policies: Instead of having fixed monthly targets, the sales targets could be designed individually by looking through their past month performances. Depending on that each month the targeted sales could be increased or optimized depending upon past months performance. This shall bring about an upscale in sales level too. Conclusion: Thus for retaining MR the first line manager should focus on each and every step right from the recruitment, to training and development, rewards and appraisals even fulfilling the needs of MR as all of these steps play a crucial role in motivating and keeping him attracted towards his job.

Factors influencing employee Affective Commitment

Factors influencing employee Affective Commitment In this era of globalization there is a dynamic business world which demands continuous change. Change in an organization is undeniable. Organizations have to make changes either due to external or internal factors. In the process of adaptation of change adaptive leader provides new roles, responsibilities, values and the ways of working to his employees. No doubt it is quite uneasy for employees to adopt change (Heifetz. R, Laurie, 2001). In order to manage these changes, understanding the process of change management is very important for the success of organization in the continuously changing business environment (Lowder, 2009). Change is defined as making something different in some particular way (Randle Flamholtz, 2008, p.3 ) Change is anything which is different from norms. Organizational change refers to activities associated with planning, designing, implementing and internalizing tools, procedures, routines, processes, or systems that will require people to perform their jobs differently (Mourier Smith, 2001, p.212). For successful implementation of change employees have to adopt new roles, new values, new relationships and new approaches to work. There are many different types of changes on the basis of different criteria. As Dunphy and Stace (as cited in Rafferty Simons, 2006) define four types of organizational changes,  ¬Ã‚ ne-tuning change, incremental adjustment, modular transformation and corporate transformation. Fine-tuning change means small changes adopted in the strategy, structure and the process of an organization. Background of the study When leader applies change in an organization he should not only check the performance of the firm but also check that how much employees are committed to change, because change has direct impact on employees (Heifetz.R. Laurie, 2001). If employees are committed they will support the change initiatives. Can commitment to change be obtained and, if so, will that help the implementation efforts (Parish Cadwallader, 2008). There is a need to understand how employees perceive change. How organizational change can be supported by employees commitment (Herscovitch Meyer, 2002). There is growing interest in estimating the role of employees commitment in the success of organizational change (Parish Cadwallader, 2008). To get employees commitment, leaders of an organization should understand the factors which enhance commitment to change. In Pakistan there are no significant research study conducted regarding change management. This study is conducted for sports goods manufacturing sector of Pakistan. In manufacturing sector transformational changes are usually considered to be capital intensive. In Pakistan sports goods manufacturing sector is labor intensive. So both fine tuning change and employee commitment can be measured in this sector by this study. Significance of study This study tries to explain the role of affective employee commitment for the success of organizational change. Basically this study is an attempt to fill the gap by adding new factors in the model which was proposed by Noble Mokwa, (1999) and then used by Parish Cadwallader, (2008). This study tests their model by adding new factors like self autonomy, trust in coworkers to add some knowledge in the literature. This study also provides factors responsible for successful implementation of fine tuning change in sports goods manufacturing sector of Pakistan. Broad Problem Area In Pakistan there is lack of research regarding change management practices. Major areas in which change management has implemented are federal board of revenue of Pakistan and irrigation system of Pakistan. There is a need of change in sports goods manufacturing sector of Pakistan for its progress in all over the world . There is gap for measuring organizational change with respect to employee commitment to organizational change Parish Cadwallader, (2008) and this study fills up that gap by adding some new factors from different studies. Research objective Main objective of this study is to measure the factors which can influence employee affective commitment to fine tuning change in sports goods manufacturing organization of Pakistan. Delimitations of the study Due to constraints of time, geographic area and little experience in the field of research this study limits itself to sports goods manufacturing organization in Sialkot. Literature review Change management is a painful process for almost any organization. In the form of change leaders and followers both take it as challenge. Changes in societies, markets, customers, competition, and technology around the globe are forcing to clarify their values, develop new strategies and learn new ways of operating (Heifetz, R. Laurie, 2001). Types of organizational changes There are many types of organizational changes on the different basis Dunphy, Stace (as cited in Rafferty Simons, 2006) define four types of organizational change on the basis of level of change, content of change, and the impact of change. Level of change means either the change is on big level or small level. Content of change means either changes is due to external factor or internal factors. Four types of changes are four types of change including  ¬Ã‚ ne-tuning change, incremental adjustment, modular transformation and corporate transformation. Fine tuning changes are done on small level of an organization usually at departmental or divisional levels. Incremental adjustments are those which are not radical but direct modifications in firms strategy, structure and management process. Modular transformation refers to realignment of one or more departments or divisions. Corporate transformation refers to change that is done on corporate level and revolutionary in its impact. I n many cases fine tuning change has positive and significant consequences as compare to other types. Employees are more adoptive and show commitment towards fine tuning change (Rafferty Simons, 2006). Employee commitment The extent to which a person identifies with and works toward organization-related goals and values (Noble Mokwa, 1999, p. 54). In the context of organizational change another definition is a force (mind-set) that binds an individual to a course of action deemed necessary for the successful implementation of a change initiative (Herscovitch Meyer, 2002, p. 476). Affective, continuance and normative commitment For deeply understanding the concept of commitment, Meyer Allen, (1991) gave a three component model having three categories of employee commitment, affective, continuance and normative commitment Meyer Allen, (1991) defines affective commitment (AC) as employees emotional attachment to, identification with, and involvement in the organization in other words employees stay with a  ¬Ã‚ rm because they want to. Continuance commitment (CC) means that the employee is very much aware about the cost to leave the organization in other words employees stay with a firm because they need to. Normative commitment (NC) means feeling of obligation to continue employment in other words employees stay with a firm because they ought to. Some categories of commitment were also discussed by Bennett, (2000) in different way. Three psychological bases for organizational attachment are compliance commitment, identification commitment and internalization commitment. Compliance commitment (continuance commitment) means the employees are committed to the organization because there are high monetary and social costs to leave the organization. Identification commitment (affective commitment) is commitment based on an emotional bond with the organization and the persons desire to be affiliated with the organization. Internalization commitment (Normative commitment) is internalized norms shared with the organizations goals, values and mission. When change affects an organizations core values employees internalized organizational commitment will be eroded. Since internalized commitment can be associated with other behaviors key to the change process this can have serious implications to an organization (Bennett, 2000). On the basis of above three components model of commitment Herscovitch Meyer, (2002) proposed a three-component model of commitment to organizational change and suggested that it has advantages similar to those demonstrated in the organizational commitment literature (e.g. improved ability to predict employee behavior). Therefore, affective commitment to change refers to a desire to support a change; continuance commitment to change is based on recognition that there are costs associated with resisting change, and normative commitment to change reflects a sense of obligation to be supportive. To measure the employees commitment to change there are different factors proposed by several researchers. Some of them are discussed here. Factors influencing employee commitment to organizational change Participation Employee participation refers to a process in which in ¬Ã¢â‚¬Å¡uence is shared among individuals who are hierarchical unequals. In participation process subordinates equally share decision making authority with their superiors (Wagner, 1994). Many researchers have found that employee participation in decision making process is very important for the success of change as it reduces the resistance to change. Participative management encourages employees to participate in the process of making those decisions which directly affect their working environments ( Erturk. A, 2008). In many organizations change process badly failed because top management not involved their employees in the change process decisions. Lack of employee participation leads to unawareness of change so middle and lower level employees could not manage themselves with change. Employees dont get enough time to socialize themselves with change (Stanleigh, 2008). Employee participation not only provides task clearance but also gives self satisfaction and learning to employee. Employee participation can be used as tool by which top management can reduce resistance to change (Tonnessen, 2005). Participation increases the job performance by reducing role conflict and role ambiguity (Rafferty Simons, 2006). From above point of views I can propose that there is positive relationship between employee participation and employee commitment. Trust in superiors Trust has been de ¬Ã‚ ned as the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action even in the absence of monitoring or controls (Mayer, Davis, Schoorman, 1995; Rafferty Simons, 2006). Trust in seniors decreases the fear of change and manage the mindset of employees (Cheramie, 2008). Basically changes are initiated and driven by senior organizational leaders and employees take these changes as a risk for themselves (klein, 2004) in such situation trust in top management is very much important to keep the employees on the correct track by telling them the benefits of change. I propose that that there is a positive relation between trust in top management leaders and employees job commitment. Role autonomy Role autonomy refers to the degree to which employees experience freedom, independence and discretional decision making in terms of scheduling their work, selecting their equipment they will use, and deciding on procedures to follow (Graham Nafukho, 2007). When employees report high level of autonomy they believe they are able to act independently and control their own work. Role autonomy refers to the extent to which one has freedom to make job decisions and adjust behaviors accordingly (Noble and Mokwa, 1999). A manager who grants employee autonomy is perceived as sharing control. Under conditions of greater Autonomy, employees tend to have greater commitment to change (Tonnessen, 2006). Employees who have a sense of autonomy about their role in implementing workplace change initiatives they will develop commitment to change. I propose that there is positive relation between employee role autonomy and employees commitment to change. Trust In coworkers Another factor which can be linked with employees commitment to change is an individuals trust in his coworkers. Researchers argued that high level of trust within a work group leads to better understanding of task, improved performance, high level of corporation within work group and psychological satisfaction (May, Gibson, Harter, 2004). When there is high level of trust within there is low stress and tension which increase the innovation and performance of employees (Spector Jones, 2004). When any change comes in the system work group with high level of trust can better understand and response to that change Stanleigh, (2007) explored the relationship of organizational justice and trust for implementing change. They investigated the nature of trust through depth interviews of employees. They found that there is a little difference between trusting and mistrustful employees perceptions of distributive justice. They claimed that employees who experienced trusting emerged to receiv e an emotion of being respected and esteemed from their societal relations with top management. Job motivation Motivation is an energizing force with implications for employees behavior (Meyeret al., 2004). We believe that job motivation also influences attitudes. Specifically, it has implications for employee commitment to organizational change. In fact, there is a growing body of literature that supports the positive relationship between job motivation and employees attitudes toward change (Coopey Hartley, 2004). Paton and McCalman (2006) argued that organizational success is generated by motivated people. Furthermore, the greater the job motivation the greater the likelihood of employee commitment to the organization and to organizational change (Mathieu and Zajac, 2007; Thorsurd, 2002). Thus, I propose that employees experiencing high job motivation develop employee effective commitment. Outcomes of employee commitment to organizational change There are very few research studies in which researchers attempt to link employee affective commitment with organizational outcome. According to Meyer and Allen, (1991) affective commitment is positively associated with organizational outcomes by using importance, scope, and support from senior management as a factors influencing employees commitment. On the basis of model presented by Noble and Mokwa, (1999) and further used by Parish and Cadwallader, (2008) this study suggests two outcomes of employee commitment to organizational change and these are Perceived implementation success and Individual learning. Perceived implementation success Noble and Mokwa , (1999) identified implementation success as a primary outcome of commitment to a change and defined it as the extent to which an implementation effort is considered successful by the organization. Although researchers often evaluate strategic success from the viewpoints of managers Noble and Mokwa, (1999), it is valuable to consider nonmanager perspectives as well. Implementation can be effective only when employees are committed (Paton McCalman, 2000). In fact, Conner and sPatterson, (2001) labeled the lack of employee commitment as the most prevalent factor contributing to failed change projects. I propose that affective employee commitment to change is positively related with implementation success. Individual learning Learning has been defined as a knowledge-creation process in which information interpretation leads to a change in behaviors (Lehesvirta, 2004). Learning is part of the change process. For example Gibb and Scott, (2003) found that firms change by solving problems as they arise and by learning from the problem-solution process. Employees committed to change efforts are more likely to learn from the process. Loyal employees want to contribute to and see the results of their efforts, and they can do so through learning Teare and Rayner, (2002).When employees learn from being involved in an organizational change, they consider that learning to affect the success of the implementation. I propose that affective employee commitment to change is positively related with individual learning. Proposed model Employee participation Role autonomy Trust in senior leaders Job motivation Employee affective commitment to fine tune change Individual learning Implementation success Employee affective commitment to fine tune change Implementation success Individual learning Limitation of the study Some limitations of this study that could lead to future research are following. For this study data gathered from sports goods manufacturing organization of Pakistan. The same study can also be conducted for services sector of any country. Model of study emphasis on fine tuning change and employee effective commitment it can further expand by adding two other types of employee commitment change, continuance and normative commitment. Other factors which could influence are organizational culture and leadership style.