COMPLEX DATA IN TURBULENT CONTEXTS: TOWARDS ORGANIZATIONAL CHANGE FOR ENHANCED PERFORMANCE

This study aims to investigate the intricate dynamics between perceived organizational change (POC), organizational change performance (OCP), and the mediating role of human resource change strategy (HRCS). The research objectives encompass exploring the direct relationship between POC and OCP, understanding HRCS's mediating role, identifying significant HRCS components as mediators, investigating post-COVID-19 implications on HRCS mediation, and offering evidence-based recommendations for optimizing change performance through strategic human resource practices. In the overall study of employees working in 24 companies in Beijing, the sample size of 16,320 was calculated using the simple random sampling method, and 463 questionnaires were distributed in the study. 423 questionnaires were distributed using simple random sampling methods, and 389 questionnaires were recovered, with a recovery rate of 91.36%. Overall, this research advances our understanding of how employee perceptions and human resource strategies contribute to the success of organizational change initiatives.