| Description: |
The complex interconnections between organizational change, organizational trust, and organizational effectiveness among the College of Engineering faculty members of the Nueva Vizcaya State University have been investigated. This research employed a descriptive-correlational method, utilizing a structured questionnaire with a four-point Likert scale as the principal data-gathering instrument. The data that have been gathered from the questionnaire are analyzed using statistical tools such as the mean, which is used in determining the respondents’ assessment level on organizational change, trust, and effectiveness while the Pearson-r correlation is used to determine the significant relationship between the respondents’ perceived level of organizational change, trust, and effectiveness. Findings showed a very high positive correlation between organizational change and organizational trust, as well as between organizational change and effectiveness, and between organizational trust change and effectiveness, based on Pearson r-coefficients of 0.69, 0.62, and 0.54, respectively. Dealing with the level of organizational change in terms of the climate of change and factor analysis of change-specific process factors; level of organizational trust in supervisor, peers, and upper management; and lastly level of organizational effectiveness in terms of goal attainment, efficiency, employee satisfaction and engagement, communication and information flow, human resources, innovation and adaptability and stakeholder satisfaction have an overall high mean of 3.20, 3.19 and 3.09 respectively. In response to these insights, organizational development interventions and training designs were designed to bolster or sustain trust levels during organizational changes and to enhance the rapport between administrators and faculty. |