Exploring service climate in healthcare using a change management approach

Abstract

ABSTRACT Understanding nurses’ perception of service climate in a resource-constrained environment undergoing continuous change is important as patients seek patient-centered health services. Unfortunately, organizational change approaches influencing service climate have yet to be explored. The study’s objectives included: (1) assessing nurses’ perceptions of service climate (orientation, feedback, and managerial practices) and their strategic change mindsets (Theories E, O, and EO) in a post-restructuring environment; and (2) determining the best model of fit, based on organizational dimensions of change and strategic change mindsets, for service climate. A cross-sectional survey collected responses from nurse members of a professional association. Linear regression analysis was used to obtain the service climate models. The findings revealed nurses’ perception of service climate was positive, except for managerial practices. The predominant mindset was Theory EO (balance between Theory E – economic value and Theory O – organizational capabilities). Capacity to change and learn, managerial practices and behaviour, and position level positively predicted service climate; the best model of fit was for nurses who adopted a Theory EO mindset. In conclusion, to enhance nurses’ perception of service climate, leaders/managers need to provide recognition and rewards for high-quality service and use a Theory EO approach (balance financial performance with internal capabilities).