Acceptance Of Organizational Change Research Articles

Acceptance Of Organizational Change In Higher Education: Implementing Quality Assurance In Algerian Higher Education Institutions

Higher education is confronted with many challenges in its environment, which are the result of the different mutations that the world knew in the last years. And in order to cope with these new conditions, many changes were operated in the higher education sector, and one of these organizational changes was the implementation of the quality assurance system. So, this paper aimed to investigate academics 'acceptance of organizational change within Algerian higher education institutions. The results showed that there is a low level of acceptance of organizational change related to both managerial and personal determinants, it revealed also that academics 'demographic characteristics have no correlation with the acceptance of the organizational change.

Acceptance Of Organizational Change In Higher Education:, Implementing Quality Assurance In Algerian Higher Education Institutions

Acceptance Of Organizational Change In Higher Education:, Implementing Quality Assurance In Algerian Higher Education Institutions

Improving management of patients with life-threatening emergency conditions in the emergency department of Sant’Andrea Hospital Rome, Italy

Background The Hospital practices the Clinical Governance approach to ensure high standards of care and to continuously improve the quality of services. One purpose is to produce and to apply Organizational and Clinical Procedures (OCP), based on the best available evidence and the local contest and organization, to manage critical patients in the Emergency Department (ED). Annually, about 50.000 patients arrived to the ED, where 18% have urgent and 2% life-threatening conditions. These last cases receive a multidisciplinary treatment (emergency physicians, anaesthesiologists) and after stabilization of main symptoms are delivered to the Intensive Care Unit (ICU). The emergency physician is in the permanent staff of the ED while the anaesthesiologist of the ICU is on call. Until 2011, the anaesthesiologist was called by the emergency physician after his first intervention on the critical patient’s ED needed resuscitation treatment with consequent delay of patient’s delivery to the ICU. In 2012, to reduce the time of intervention of the anaesthesiologist in the ED, a group was constituted by health personnel of the ED and ICU, health direction, Quality Unit. The group detected the causes of the delay through the study of available data extracted by the ED electronic data sheet and of the organization of the ED. The group decided to provide an OCP to manage patients with life-threatening emergency conditions in the ED (OCP-ED). Materials and methods To reduce obstacles to the implementation and acceptance of organizational change, the emergency physicians and anaesthesiologists were educated to use OCP-ED applying the concepts and tools of experiential learning. Periodically, health direction organized meetings with personnel to disseminate the results of OCP-ED’s implementation and to discuss the possible problems and to find the solutions to overcome them. The effects of OCP-ED are measured through the indicators and the periodical audit on cases. The process indicators are calculated on data extracted by health database of the ED.

Factors Affecting Employees’ Attitudes and Tendency to Resign Caused by Organizational Change

Organizational change is inevitable for survival and growth in the current dynamic business environment. Under the pressure of external and internal environments such as economic policies, behaviors of competitors, visions of companies, mergers, acquisitions, etc. every organization is forced to change. However, organizational change does not always bring expected results for all organizations. The most common reason for the failure of organizational change is the employees’ resistance to change. This study aims at evaluating factors that affect acceptance, resistance and resignation among employees when organizational change takes place. The results showed that employees’ commitment to and trust in organization have positive effects whereas perception of status loss has negative effects on acceptance of organizational change. On the other hand, commitment and trust of employees with organization have negative effects whereas workplace stress has positive impacts on the resistance to organizational change. Additionally, employees with resistance to changes tend to quit their jobs. Goodness of fit of the general model based on path analysis is 64.6%.

Liderazgo transformacional y la facilitación de la aceptación al cambio organizacional

Objective. The objective of this research was to evaluate the relationship between transformational leadership styles and the acceptance of organizational change in workers of two companies in Bogota, belonging to the terciary economic sector. Method: This was non-experimental research with a correlational design. The instrument for measuring organizational change (IMC) was applied to 9 middle management (IMC) bosses or leaders, and the multifactor leadership questionnaire (MLQ) to 62 other workers. Results. The results showed significant and positive relationships between effectiveness and communication at 0.685. Conclusion. It was concluded that communication and attitude to change are important elements in a process or organizational change. In future research the sample could be increased, and the questionnaire could be adapted to transformational leadership with the Colombian population.

Reforming Public Management: Analyzing the Impact of Public Service Reform on Organizational and Managerial Trust

A factor that has proved important in acceptance of organizational change is the level of organizational and managerial trust. More than 10 years since its passage, civil service reform in Georgia continues to stimulate debate regarding employment at will (EAW) relationships in the public sector. Beginning July 1996, new hires in the Georgia state workforce were designated unclassified, thus serving at the will of public managers. Indeed, the acceptance of EAW in the public workforce may depend upon employee trust in organizational leaders and their ability to act responsibly in personnel matters. Given that managerial flexibility in human resource (HR) practices is a cornerstone of these reforms, confidence in managers and their discretion over HR is critical to easing employee reservations toward EAW. Utilizing a 2006 survey assessing attitudes toward EAW among Georgia state HR professionals, the present analysis seeks to advance understanding of the impact of trust on the EAW relationship among HR professionals. Utilizing ordered logistic regression to explore this impact, we demonstrate that Georgia HR professionals are somewhat receptive to an EAW system but sour on its implementation as evidence of spoils-related activities and actions appear in the workforce. The study findings indicate that EAW systems may have a fundamental flaw in that they may undermine trusting workplace relationships necessary for effective public management.

The influence of organizational and national culture on the acceptance of organizational change: Empirical study in Serbian enterprises

Organizational culture is one of the most important factors influencing the process of organizational change. As such it is the object of research and analysis in this paper. Key values held by the employees that impact the formation of organizational culture, as well as the feedback organizational culture has in determining organizational processes are explored. Different relevant classifications of organizational cultures are described depending on research focus. Special consideration is given to the effect national cultural attributes have in this interaction. The specific contribution of this paper consists of presenting a study conducted within a sample of twenty Serbian corporations, in order to identify and examine some specific characteristics of organizational culture generated by the unique cultural attributes of this region. Presented results suggest a bureaucratic organizational culture, dominance of the directive leadership style, and a significant level of resistance to change in domestic corporations. The main goal of the research is to provide evidence for thesis that the process of initiating and implementing organizational changes is determined by national and organizational culture, based on values that promote inclination toward change.

Managing Organizational Change in Higher Education: Lessons From the University of Botswana

ABSTRACT Utilizing data collected from a randomly selected sample of 360 academic and managerial staff, regression analysis was performed to identify the determinants of acceptance of change among employees at the University of Botswana. The results showed moderate levels of employee acceptance of innovations and revealed that, of the four categories of substantive factors analyzed, managerial features were the most important determinants of acceptance of organizational change. It was concluded that management action is needed to boost the levels of acceptance of change and that a more participative approach to the management of the change process is necessary to guarantee the involvement of all stakeholders from the decision-making to the implementation and administration stages of the process.

Employee attachment in the short and long run

Abstract. This article discusses the distinction between situated (i. e., temporary and limited) identification and deep-structure (i. e., enduring and multi-faceted) identification with organizations. Research in the social identity tradition suggests that managers can foster employees’ situated identification by emphasizing (a) organizational successes, (b) competition with other firms, (c) employees’ shared features, and (d) personal and organizational distinctiveness. Repeated exposure to these identity reinforcers can turn situated identification into deep-structure identification, especially when employees trust the organization and derive particularistic resources from it (e. g., recognition, information, status). This article concludes with the positive and negative consequences of deep-structure and situated identification for (a) the acceptance of organizational change, (b) reactions to threats to organizational status, and (c) temporary work relationships.

Conditions for staff acceptance of organizational change: Burnout as a mediating construct

Relationships among organizational change strategies, staff engagement with work, and staff acceptance of change in two amalgamating hospitals were examined. Acceptance of change, as indicated by positive perceptions of morale, job security, and quality of patient care, was associated with supportive supervision, confidence in management, effective communication, and work meaningfulness. Engagement with work acted as mediator in most of the relationships. The impact of major organizational change on individuals is explored and management strategies examined.