Effects Of Organizational Change Research Articles

An organizational working time reduction and its impact on three domains of mental well-being of employees: a panel study

BackgroundWork hours are an important aspect of one’s job and these in turn have the potential to impact people’s well-being. Much research investigating the link between working hours and well-being uses cross-sectional data. Longitudinal studies, especially those studying the same subjects changing their working time, can study the impact of work time more clearly. Using panel data, this study aims to explore the impact of a reduction in working time on three domains of well-being: general well-being, job-related well-being (positive work experience) and work-family well-being (work-family conflict). In addition, our study offers insights into the role of concomitant changes in work and private circumstances of employees as we investigate whether the impact of shorter working hours for well-being is mediated by changes in the participants’ and circumstances related to paid and unpaid work resources.MethodAn organization of about 60 (female) employees trialed a shorter workweek for one calendar year in 2019. All full-time employees reduced their hours. The part-time working employees can be used as a control group. Panel data (survey and time-use diary data) of a 30-h workweek trial in Belgium was collected in four waves over two years in a pre- and post-intervention design. Change over time (waves) was analyzed through multilevel growth models.ResultA decrease in work-family conflict was observed during the shorter workweek. Part of this decrease is explained by concomitant changes in work and private circumstances, such as sufficiency in free time, schedule control, and satisfaction with work pressure. Positive work experience and general well-being tend to have decreased during the shorter workweek, although this could partly be explained by other organizational changes and not by the reduction in working hours per se. Schedule control helped suppress these somewhat negative effects of organizational changes on positive work experience.ConclusionReduced working hours have the largest and most positive impact on work-family conflict. The feeling of having enough leisure time contributes to this increased well-being. Especially for women, who were the majority in this study, a reduction in working time might be beneficial as they often bear more responsibility for household work and care tasks. Next to the duration of working time, schedule control/autonomy has an important impact on well-being.

Effects of Organisational Change Caused by The Covid-19 Pandemic Case Study: Logitrans

This research delves into the repercussions of the COVID-19 pandemic on organisational change within the logistics group Logitrans. Grounded in a comprehensive literature review, the study positions itself within a broader context of organisational changes during crises, employing qualitative research methods. Through semi-structured interviews with eight directors in the Logitrans COVID crisis unit, on-site observations, and document analysis, the study aims for a nuanced understanding of the organisational changes.Results highlight Logitrans’ achievement of financial stability and operational improvements through organisational transformation. The adept incorporation of remote work skills, fostering efficient task completion contributed to enhanced performance and heightened employee satisfaction. Beyond financial gains, the study emphasizes community building, trust, and elevated morale.Ultimately, Logitrans not only weathered the crisis but emerged resilient and prepared for future challenges. This study not only provides insights into Logitrans’ experience but also extracts generalizable lessons applicable to businesses post-COVID-19. By contextualizing findings within a broader landscape of pandemic-induced organisational changes, the study aims to offer actionable insights for effective navigation in post-crisis environments.

Applying Event System Theory to Organizational Change: The Importance of Everyday Positive and Negative Events

Decades of research have examined how employees experience organizational-level change events (e.g., “the merger”). However, employees can also experience “everyday change events” that occur at the individual-level as the change becomes routinized for their jobs. That is, individuals can react to organizational change events that are occurring at different hierarchical levels. Drawing on event system theory, we argue that employees’ commitment to the organizational-level change event can shape how employees anticipate and experience subsequent everyday change events. These negative and positive everyday change events can impact (a) how employees engage with their work, impacting their performance and (b) whether employees perceive that they are fairly treated, impacting their subsequent evaluations of organizational-level change. Our hypotheses were generally supported in a field sample in which employees were surveyed immediately after a merger was announced, participated in a daily diary study as the merger was implemented, and completed a second survey 2 weeks after the diary study. By applying event system theory to organizational change, we provide important theoretical and practical insights, including how an organizational-level event can exert top-down direct effects by impacting how employees anticipate and experience change on an everyday basis as well as how everyday negative and positive change events can subsequently impact employees’ commitment to the organizational-level change, creating bottom-up direct effects. We also illuminate the importance of considering the frequency and strength of both negative and positive events to understand what it is about everyday negative and positive events that has implications for employees and organizations.

Investigating the Impact Of Organizational Climate On Organizational Silence In Higher Education Institutions

A favourable organizational climate is vital for the effective functioning of organizations, as it promotes the exchange of knowledge and information in the team, develops the competencies of employees, motivates them to manage the organization, predicting that they will express themselves and respond to problems in the working environment and beyond. Organizational silence is a term used to denote the phenomenon of collective behavior of employees when they do not want to discuss their thoughts, feelings and organizational problems, express their suggestions during meetings, hide information about potential difficulties or challenges, etc. Organizational silence can lead to “suppression of the collective voice”, limited communication from the bottom up, a decrease in the level of corporate involvement of employees, the effectiveness of organizational changes, the emergence of explicit or latent organizational conflicts, deformations in the organizational culture and inhibition of decision-making dynamics. The article, based on the example of the University of Setif2, Algeria, examines how the teachers of this university evaluate the organizational climate in their team, whether they feel the presence of the problem of organizational silence and at what level, whether there is a relationship between the corporate environment and organizational silence, and to what extent they influence each other. On one, what factors of the organizational climate can affect the reduction of organizational silence. The basis of the study was a survey of 50 teachers from various departments of the university in 2021: a simple random sample, the questionnaire contains 39 items, and a Likert scale was used for assessing the responses; the Cronbach’s alpha scale has been utilized to determine the scales’ reliability. SPSS version 26 software was used for data analysis, frequency analysis, simple regression, multiple regression, descriptive statistics, and stepwise multiple regression. The results showed a moderate relationship between organizational climate and organizational silence (the partial correlation coefficient of organizational climate is 0.708). In addition, it has been proven that the organisational environment influences organizational silence, not vice versa. Leadership turned out to be the most significant of the investigated determinants of the organizational climate (leadership, organizational structure, working conditions, participation in decision-making, and communication), which allows for reducing organizational silence. The leader’s behaviour plays a vital role in mitigating the negative consequences of organizational silence, can strengthen employees’ trust, and strengthen their sense of identification or attachment to their organizations. Communication has the most significant influence, and organizational structure has the most minor influence of all the determinants of organizational climate. The article studied two types of organizational silence: submissive silence and defensive silence, and the first was more significant from teachers’ perceptions than the second. The results of this study can be helpful in the management of universities and other educational institutions to adapt the current organizational structure, create conditions for direct dialogue between management and employees, help more active agents of positive change, increase the overall level of decision-making efficiency, create more opportunities for teachers to take on themselves more responsible, improve working conditions in universities, etc.

Effect of Organisational Change on Employee Performance in Light Manufacturing Firms: A Study of Tannery in Kano State, Nigeria

It is vital for organisations to know the performance rate of their employees in order to know what changescan be introduced. Deficient employee performance is mostly the reason for organisations to start theprocess of change. Thus, there is poor employee performance among tannery firms in Kano State which overthe years have affected several tanneries performance in the State. This work investigated what effectchanges in organisation have on the performance of employees in the Kano State tanneries. Using a totalpopulation of 1009 employees of the tannery firms under study, a sample size of 285 was drawn usingKrejcie and Morgan scientific table. However, only 259 questionnaires dully filled by the employees wereused for the analysis of the study. The data collected from the respondents was analysed using correlationand multiple regression model on the SPSS statistical package, version 22. The study result shows thatstrategic change, technological change and attitude toward change were significant in predicting employeeperformance while structural change was insignificant in explaining the employee performance of tanneryfirms in Kano State. This study generally recommends that tannery firms in Kano state should implementstrategic change, technological change and attitude toward change because they were found to be positivelyand significantly related with the performance of employee.

Change in avoidable hospitalizations for low-income elders following quasi-market reform in primary care – Evidence from a natural experiment in Sweden

Quasi-market reforms have been increasingly implemented in tax-funded health care, but their effects in terms of equity, quality and socioeconomic differentials in quality remain sparsely studied.We create a natural experiment setup exploiting the differential timing of a set of quasi-market reforms – including patient choice, free establishment of providers and changes in provider remuneration –, implemented in primary care in the two largest Swedish regions (Stockholm and Västra Götaland) in 2008–2009. Using a database with individual level data from 2005 to 2009, we construct a difference-in-difference-in-differences model that compares pre to post reform changes in avoidable hospitalizations (AHs) for low-income elders and a matched comparison group, in the region exposed to, versus unexposed to, reform (total N ∼ 200 000).The results show that for low-income elders – a group dominated by older women – reform led to higher AH rates, i.e., worse primary health care quality, than what would have been the case in absence of reform. Specifically, low-income elders exposed to reform missed out on improvements in AHs seen simultaneously in the unexposed region. At the same time, the reform had on average no effect for comparable, non-low-income, peers. The fact that this pattern was specific for avoidable hospitalizations – judged as amenable to interventions in primary care –, but not present for total hospitalizations, supports that it was driven by reform implementation rather than other factors.The study contributes with high-quality empirical evidence to a policy relevant but sparsely researched area and highlights the necessity to consider differential effects of organizational changes across socioeconomic groups.

Methodological regulation and analytical- information support of potential management in the context of organizational development an enterprise

Ensuring the effectiveness of organizational changes is associated with the need to take into account risks and design actions to prevent the occurrence of conflict situations and overcome resistance to changes, the reasons for which may be the unnecessarily negative reflexive nature of the company's staff's perception of radical transformations. To assess the radicality of structural changes, it is proposed to use a methodical approach to positioning relevant projects in the space formed by integral assessments of the impact of the results of the implementation of such transformations on the organizational level of management, the level of the organization of the production process, and the level of the organization of personnel management. For the proposed scale for assessing the radicality of structural transformation projects, recommendations have been developed for the purposeful use of tools for countering resistance to organizational changes on the example of enterprises implementing construction projects.
 The main research hypothesis consists in the assumption that increasing the level of project management effectiveness depends on the effectiveness of cognitive mechanisms and is associated with the use of modern concepts of information modeling and integrated project implementation.
 The necessity of using a selective approach to the organization of planning structural changes has been proven, which is proposed to be carried out by selecting the following types of construction of the appropriate planning system: operational, focused mainly on optimizing relations and connections of units; design, which involves making changes in the principles of structural construction of the enterprise (in the range of choosing between the options of centralization or decentralization); autonomous, based on the support of strategic orientation and adaptive orientation of structural changes as an element of a constantly operating system of adaptation of the enterprise to changes in economic conditions.

Organizational changes in the public sector and employee presenteeism: does (change) leadership matter?

ABSTRACT This study investigates the effect of organizational changes on public employees’ choice of going to work, despite feeling ill (presenteeism). By the lens of change management theory and leadership literature, we explain how leaders mitigate presenteeism among their employees in an organizational change context. We explore this relationship by using a quantitative two-wave panel survey from 2011 to 2014, with the same 689 childcare workers in Denmark. Results suggest that individuals exhibit higher presenteeism in the context of organizational change, but that both change leadership and leadership quality help to mitigate the effect.

The role of dynamic capabilities on the effectiveness of organizational changes in public sector

PurposeGovernments worldwide have used administrative reforms to align public organizations with the needs of their key stakeholders. However, despite successfully implementing them, they do not consistently achieve the desired organizational performance. This paper aims to explore the relationship between the implementation of administrative reforms and the performance of public organizations from a comprehensive perspective. For this purpose, the authors analyze the mediation role of three crucial dynamic capabilities.Design/methodology/approachThis research used a survey-based methodology. Structural equation modeling (SEM) was used to analyze the data obtained from a sample of public officials and managers working in public organizations in the State of Ceará (Brazil).FindingsThe results of this study suggest that dynamic capabilities can have a decisive role in implementing government policy proposals and helping public organizations align their outcomes with stakeholders' needs. In addition, they indicate the existence of two levels of capabilities and identify a road map for their implementation.Practical implicationsFrom a practical point of view, by identifying these capabilities and their interrelationship, this study provides a roadmap to reduce the complexity of their use and help managers of public organizations deliver desired outcomes relating to the quality of individual and collective stakeholders.Originality/valueThis study makes important contributions to the literature, enabling scholars and practitioners to see the result of government policy proposals beyond the efficient use of public resources. It shows the role of dynamic capabilities as mediation instruments for changing public organizations, which can be used in administrative reform implementations and continuous improvement processes. Finally, it provides empirical research on the interaction between the three dynamic capabilities in the context of public organizations, differentiating these capabilities into two levels, which provides a road map for their implementation and development by public managers.

Organisational Changes in the Public Sector and Employee Presenteeism: Does Leadership Matter?

This study investigates the effect of organizational changes on presenteeism among public employees. By the lens of change management theory and leadership literature, we explain how leaders mitigate presenteeism among their employees during an organizational change context. We explore this relationship by using a quantitative two-wave panel survey from 2011 and 2014, with the same 689 pedagogical employees in Denmark. Results suggest that individual’s exhibits higher presenteeism in the context of organizational change, but that both leadership quality and change leadership helps to mitigate the effect.

Implementing organizational ethics as a change process in banks: A case study Bank for Business

This paper aims to address the effects of organizational change as one of the key issues in management ethics today. The paper is based on the deductive and inductive approaches. The comparability analysis of the data was done with the application software for statistical analysis SPSS as a tool for data entry, organizing the entry of received data through which the similarities and differences between the different variables in relation to the purpose of the research are applied. This paper highlights that organizational ethics comprises the guidelines on how an organization responds to the external environment. The main implications of the paper: (i) Cultural changes are the factor that is usually not taken seriously during the changes that occur in the Bank, therefore the organizational structure created in the institution has determined the need for that culture to change in accordance with new changes so that the staff of the organization is in line with those changes; (ii) better change management skills are not only desirable, but they are also necessary for achieving vital improvements in the Bank; (iii) Ensuring that all staff members are informed of what changes will be made by management is a kind of "selling" of the changes through good and regular communication to the audience within the Bank

A Global Study of Police Administrators’ Perceptions of the Effectiveness of Organizational Changes During the COVID-19 Pandemic

This study expands the developing body of literature examining the effect of the policing organizational and operational changes brought on by the COVID-19 pandemic. Using data from 250 police administrators from 29 countries worldwide, we explore police executives' perceived effectiveness of various organizational and operational changes made to keep their officers and the community safe. Specifically, we look at organizational and operational changes, changes recommended by public health experts (i.e., the World Health Organization), officers' adherence to the new rules and regulations, and the effect of COVID-19 death and infection rates. The results largely show that police administrators' perceptions of effectiveness were in-line with risk avoidance and risk mitigation strategies. However, not all variables exerted the anticipated effect. The implications for police administrators and further research are discussed.

Modeling sensitivity indices of industrial enterprise organizational change

Evaluation of sensitivity of commercial enterprises to organizational changes should be made in terms of short-term planning for which it is important to ensure the financial results, as well as in terms of long-term planning, which is important for non-monetary indicators of development effectiveness. To solve this problem, the paper is designed model sensitivity Descriptive indicators of industrial enterprises to organizational changes, reflecting monetary and non-monetary effects of organizational change. The authors determined that the proposed model allows for the analysis of organizational change with regard to their impact on monetary and non-monetary efficiency. This paper contributes to the theory and practice at the border to ensure a balance between short-term and long-term development of industrial enterprises. Convincingly demonstrated the possibility of using research results in practice.

Psychological contract dynamics in the context of organizational change

Dynamics of psychological contracts have rarely been explored. This study investigates trajectories of employee psychological contracts in the context of organizational change in a sample of 546 employees in five firms across three waves. Drawing on event system theory and social exchange theory, organizational change events are expected to moderate the relationship between employer and employee perceptions of psychological contracts. The results show that downsizing, more than reorganization, affects psychological contract dynamics. Employees re-interpret the employer perception of the psychological contract in the context of organizational change and adapt their contributions and perceived employer obligations. The results demonstrate the benefit of distinguishing different types of organizational change and different dimensions of psychological contract content when investigating psychological contract dynamics.

Commitment of key internal stakeholders during internationalization: challenges of an emerging market culture

ABSTRACT This study examined challenges of employing university culture as a mechanism to increase commitment to the internationalization strategy among university internal stakeholders. Data were collected from a sample of 235 students, faculty, and staff from a top-ranked university in Russia. The study showed a misalignment between internal marketing and university internationalization strategy. The results suggest internal stakeholders do not accept the new business-like market culture driven by competition and measured by global indicators, which impacts their commitment to the university and hinders internationalization. The study found that internationalization leads to the dominance of this market culture in the university. To mitigate negative effects of organizational changes, university marketing should seek to increase stakeholder identification with the university. The study concludes with implications for university leaders about how to adjust internal stakeholder marketing to improve relationships with these stakeholders and gain their support.

The development and validation of a resource consumption score of an emergency department consultation

BackgroundEmergency Department (ED) visits and health care costs are increasing globally, but little is known about contributing factors of ED resource consumption. This study aims to analyse and to predict the total ED resource consumption out of the patient and consultation characteristics in order to execute performance analysis and evaluate quality improvements.MethodsCharacteristics of ED visits of a large Swiss university hospital were summarized according to acute patient condition factors (e.g. chief complaint, resuscitation bay use, vital parameter deviations), chronic patient conditions (e.g. age, comorbidities, drug intake), and contextual factors (e.g. night-time admission). Univariable and multivariable linear regression analyses were conducted with the total ED resource consumption as the dependent variable.ResultsIn total, 164,729 visits were included in the analysis. Physician resources accounted for the largest proportion (54.8%), followed by radiology (19.2%), and laboratory work-up (16.2%). In the multivariable final model, chief complaint had the highest impact on the total ED resource consumption, followed by resuscitation bay use and admission by ambulance. The impact of age group was small. The multivariable final model was validated (R2 of 0.54) and a scoring system was derived out of the predictors.ConclusionsMore than half of the variation in total ED resource consumption can be predicted by our suggested model in the internal validation, but further studies are needed for external validation. The score developed can be used to calculate benchmarks of an ED and provides leaders in emergency care with a tool that allows them to evaluate resource decisions and to estimate effects of organizational changes.

The Effect of Organizational Change on Mental Health, by Examining the Moderator Role of Support and Job Control

The Effect of Organizational Change on Mental Health, by Examining the Moderator Role of Support and Job Control

Spiraling work engagement and change appraisals: A three-wave longitudinal study during organizational change.

In this longitudinal field study, we examine reciprocal relationships between within-person changes in work engagement and cognitive appraisals of change (threat and challenge) across an organizational merger. Examination of these cyclical relationships provides a more accurate understanding of the complexity of employees' experience of change and a new test of spiraling work engagement and cognitive appraisals. Latent change score modeling is used to analyze 3 waves of longitudinal survey data (N = 623). Our findings showed that engagement mitigated threat appraisals and enhanced challenge appraisals through pre- and postmerger phases. A reciprocal relationship between threat appraisal and engagement was also observed, such that threat fueled decreases in engagement throughout the merger. Challenge appraisal was associated with enhanced work engagement during the first merger phase. This examination advocates managers of change to foster employees' work engagement already prior to change endeavors, along with mitigating threat appraisals throughout organizational change events. Fostering positive challenge appraisals appears to be particularly important for employees' work engagement during times of major changes. Findings suggest that upward spiral of work engagement, as postulated on the basis of the broaden-and-build theory, may be more likely to occur through engagement mitigating negative cognitions (threat) than promoting positive cognitions (challenge). (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Small Knowledge-Intensive Firms’ Innovation and Performance: The Moderating Effects of Organizational Change

Small Knowledge-Intensive Firms’ Innovation and Performance: The Moderating Effects of Organizational Change

THE PROBLEM OF CONTROL WHILE IMPLEMENTING ORGANIZATIONAL CHANGES AT THE UNIVERSITIES

The nature of educational services of higher education has been considered and a number of factors, that need to be taken into account when assessing the productivity and effectiveness of changes from the point of view of different stakeholders, taking into account the mechanism of coordination of interests, has been considered. One of the results of the study is the classification of forms of control depending on the degree of realization of the stakeholders’ interests. The analysis of existing methods for assessing the effectiveness of organizational changes in terms of their applicability to organizational changes in universities also has been made. It has been concluded, that the organization’s ability to achieve its goals depends on the degree of mutual integration and consistency of all elements of the considered comprehensive change management mechanism at the university.