Human System Transformation in Organizational Change: A Qualitative Study of Chinese Vocational Education

This study investigates how transforming human systems can influence organizational change and development within a vocational education context in China. Using the Department of International Business (DIB) at Wen Zhou Industry and Trade Vocational College as a case study, this research addresses persistent challenges in spoken English acquisition and organizational communication. Semi-structured interviews were conducted with three key stakeholders—a student, a faculty member, and the department dean—to examine divergent perspectives on the implementation of a new training model. Findings reveal systemic gaps in communication, hierarchical decision-making structures, and a lack of faculty empowerment, all of which hinder effective educational reform. Drawing upon theories of organizational motivation and change, such as Vroom’s Expectancy Theory and 360-degree feedback mechanisms, the study proposes a set of actionable strategies to promote inclusive leadership, improve internal communication, and build trust across administrative levels. These findings offer practical implications for institutional reform and leadership development in similar vocational and higher education settings.