Effects Of Organizational Change Research Articles

Safety attitudes and working climate after organizational change in a major emergency department in Sweden

BackgroundMedically complex patients present challenges to the health care system, particularly in the emergency department (ED) setting. Specifically, teamwork is thought to affect staff safety climate, which in turn impacts patient safety. AimThis study aimed to evaluate the effect of organizational changes to interprofessional team assessment processes on staff perception of teamwork and safety attitudes in the ED. MethodsThis prospective observational study used cross-sectional design and measured ED staff perception of patient safety related domains at two time-points (before and after an organizational intervention), using the Safety Attitude Questionnaire. ResultsStatistically significant changes were seen among the overall sample (n = 112 at time point one and n = 121 at time point two) for the safety climate, working conditions, and stress recognition domains. Nurses and doctors showed different baseline attitudes and different responses to the intervention between the two time points. ConclusionThe results reflect improved positive attitudes overall though there were differences in responses between the nursing and medical professions. The findings highlight opportunities to improve attitudes among ED team members through defined organizational change and learning from one another. Organizational change can affect staff perceptions of the safety climate and interprofessional teamwork, which may improve the ED working environment.

Удовлетворенность граждан как индикатор эффективности организационных моделей оказания медицинской помощи в амбулаторном звене

The object of the study is patient satisfaction with the medical care provided as a potential tool for evaluating the effectiveness of organizational changes in the outpatient unit. The patient-oriented approach is becoming more and more widespread in the world and domestic health care, so it is also necessary to take into account the opinion of the recipients of medical care in order to evaluate the ongoing changes. The purpose of the study was to test the developed online patient satisfaction assessment service TesMed in the implementation of systemic organizational changes in the outpatient section of the Tomsk region (united in one document – the Standard for organizing outpatient care in the Tomsk region). Patients were able to use the smartphone functionality to identify the medical organization and put a rating on a five-point scale. If the patient scored less than five points, the app asked them to select a reason for dissatisfaction from the list. The data of 2898 forms were analyzed. By the time of the beginning of noticeable changes for visitors of polyclinics (changing the format of the reception area, staff jobs, registry, formation of corporate culture), the share of visitors who rated the work of a medical organization by five points was 57.78%. After a month of project implementation, this parameter increased to 85.79% and did not fall below 72% until the end of 2019. The analysis of factors affecting negative ratings showed that the structure of reasons for their decline has not changed significantly. The study showed that the use of assessment methods used in the provision of medical care organizational models based on the opinion of patients, along with standard performance indicators, contributes to improving the effectiveness of interaction between medical organizations and patients.

Controlling of Strategic Organizational Changes at the University

Since modern organizations are characterized by a variety of goals, the definition of the effectiveness of organizational changes can be specified as a degree of results achievement (under the conditions that these results are adequate to the established and intended goals of organizational changes and the changes themselves meet certain needs of stakeholders and create conditions for constant development of an organization). This research is based on general scientific research methods: system analysis methods, scientific abstraction and generalization, comparative and categorical analysis, empirical description methods, as well as behavioral, systematic, process specifying scientific methodological approaches of the theory of management. The authors classified strategic interests of the main stakeholders in universities activities in Russian Federation; the element base and the system of interactions between them was performed in the model of interests coordination during the changes implementation process in the system of higher education and control methods when making changes were analyzed. In conclusion various forms of controlling were suggested and this variation was derived from various university stakeholders’ interests.

Resilience as a strategy to survive organizational change.

In Brief In healthcare, change is inevitable—and nurses who work in hospital settings aren't immune to the effects of organizational changes. This article explores the concept of resilience and how resilience training for nurses can help protect against the negative effects of stress caused by these changes.

The Effect of Organizational Changes on the Psychosocial Work Environment: Changes in Psychological and Social Working Conditions Following Organizational Changes.

Purpose: The present study aimed to clarify the prospective effects of various types and frequencies of organizational changes on aspects in the psychosocial work environment.Methods: The study had a prospective, full-panel, repeated measures design. Data were collected by self-administered, online questionnaires, with a 2-year interval between measurement occasions. Five types of organizational change were assessed – company restructuring, downsizing, layoffs, partial closure, and partial outsourcing. The effects of change on eleven, specific work factors were measured utilizing QPS Nordic. At baseline, 12652 employees participated, while 8965 responded at follow-up. Generalized estimating equations were utilized to estimate the effects of change taking place within the last 12 months or more than 24 months prior.Results: Cross-sectional analyses, i.e., changes occurring within the last 12 months, showed all 11 work factors to be statistically significantly associated with the organizational changes restructuring, downsizing, and partial closure (coefficients ranging −0.28 to 0.04). In the prospective analyses, i.e., the effects of change taking place more than 24 months prior, associations were no longer significant for a number of work factors, although all types of organizational change remained significantly associated with at least three work factors (coefficients ranging −0.14 to 0.05). Following repeated organizational changes, statistically significant associations were shown for all 11 work factors (coefficients ranging from 0.39 to −0.04).Conclusion: Following both separate and repeated organizational change, various psychological and social work factors were altered, with the most pronounced effects following repeated change. These results suggest the implementing organizational change, especially repeated change, may have an adverse effect on various parts of the psychosocial work environment. The negative effects of a company’s psychosocial working conditions may contribute to the adverse health effects often observed following such changes and help explain why many change initiatives fail to reach its intended results.

Investigating the Relationships Between Organizational Change, Organizational Climate, and Organizational Performance

This study aims to analyze the effect of organizational change (i.e., technostructure change, work procedure, and individual) on organizational climate and organizational performance. By using the census technique, the respondents are all employees of regional drinking water company (PDAM) in Kendal regency of Indonesia. Data are analyzed using simple and multiple regression analysis. The results show that technostructure change partially has a significant negative effect on organizational climate, while work procedure and individual change have a significant positive effect on organizational climate. Furthermore, organizational change simultaneously has a significant positive effect on organizational climate and organizational performance.

Gauja (Anika) – Party Reform. The Causes, Challenges, and Consequences of Organizational Change . – Oxford, Oxford University Press, 2016 (Comparative Politics). 240 p.

Gauja (Anika) – Party Reform. The Causes, Challenges, and Consequences of Organizational Change . – Oxford, Oxford University Press, 2016 (Comparative Politics). 240 p.

Book review: Party Reform: The Causes, Challenges, and Consequences of Organizational Change

Book review: Party Reform: The Causes, Challenges, and Consequences of Organizational Change

Effect of Organisational Change on Performance in Kenyan Chartered Universities: A Sector Comparison

There are varying levels of performance in Kenya Universities as indicated in their rankings despite all of them deploying various strategic positions. Organizational change, despite its popular impact across various industries is yet to be linked with the performance of Kenyan universities. This is a gap that prompted commencement of this study on establishing the effect of organizational change on organizational performance in Kenyan chartered universities among the 48 chartered universities as at September 2017.The objectives of this study were compare organizational change and performance in public and private universities and to determine the effect of organizational change on the performance of Kenyan universities. The study used purposive sampling procedure to select 43 public and private chartered universities in Kenya. Questionnaires were administered to 43 vice chancellors and 103 deputy vice chancellors of the selected universities. A pilot study was carried out from three (3) public and two (2) private chartered universities that did not take part in the study. Pilot testing was done to determine the validity of the instrument while Cronbach internal consistency was used to determine reliability of the instrument respectively. The study used descriptive research design t-test, Pearson correlation and multiple regression analysis. In aggregate terms, the results revealed that organizational change has a significant, positive influence on the performance of the universities. Private universities in Kenya have a stronger strategic orientation and better technologies than public universities. However, public universities have better organisational communication than the private universities. Further regression on the individual aspects of organizational change revealed that strategic orientation, an aspect of organizational change, was the most important change tool to facilitate the organizational performance of the Kenyan universities. Thus it is imperative for universities to tailor their strategic orientation to the needs of the market to stand a chance of not only survival but proper performance. Keywords: Organisation, Organisational change, organisational performance DOI : 10.7176/EJBM/11-18-09 Publication date :June 30 th 2019

The Moderating Effect of Organizational Changes on the Influence of Ethical Decision Making on Public Sector Internal Auditor Performance

This study investigates the role of organizational change in moderating the effect of ethical decision making on internal auditor performance. The study population comprises internal auditors who work in the public sector (a government-owned company in Indonesia). Smart Partial Least Square statistic software is used to test the hypotheses. This study has led to three findings. First, this study finds that ethical decision making provides support for auditor performance. Second, this study finds that organizational change does not provide support for auditor performance. Third, the analysis shows that the role of organizational change does not succeed in helping to strengthen or weaken ethical decision making in auditor performance.

Does organizational change divide or unite teams? The role of internal team power structures

While the effects of organizational change have been studied extensively on the organizational and the individual-level of analyses, its effects on teams, the building blocks of many organizations, has hitherto been neglected. Based on individual- level research that shows organizational change to be an unsettling experience during which individuals seek self-protection, we argue that organizational change has the potential to both bind teams together as well as tear teams apart, depending on the internal power structure of the team. In more hierarchical teams, we predict that organizational change elicits competitive intra-team power dynamics, as the different power ranks in these teams promote social comparisons and a competitive, team performance-detracting approach to self-protection in times of change. However, in more egalitarian teams, we expect organizational change to reduce competitive power dynamics, as this power structure emphasizes unity and a cooperative approach towards self-protection during unsettling times of change. We find support for our model in a field study of 142 teams in a health insurance organization. Results show that in more hierarchical teams, organizational change was negatively related to team performance, via increased intra-team social comparisons and power struggles, and in more egalitarian teams, organizational change was positively related to team performance, via decreased social comparisons and power struggles. As such organizational changes can push teams to achieve higher success, or can make teams go under, depending on the internal power structure within teams. Organizations seeking to be agile would be well-advised to use flatter teams.

Low Sense of Continuity & Functional Indispensability as Drivers of Post-Integration Identification

Organizational behavior research on organizational integrations, such as mergers and joint ventures, strongly focuses on the negative effects of organizational change. The change brought about by integrations is seen as disruptive for employees’ sense of continuity, which in turn negatively affects identification with the integrated organization. While scarce, a number of recent studies contrast this pessimistic view of organizational change by highlighting that integration-induced change can be perceived as an opportunity for growth. Building on this reasoning, we argue that a low sense of continuity can be associated with stronger post-integration identification, because it signifies the realization of opportunity-related change. Furthermore, we introduce functional indispensability as a driver of post-integration identification, which is particularly effective when organizational change is seen as an opportunity. Specifically, we hypothesized that soldiers who perceive that the integration partners can complement each other and who feel that they therefore can make an indispensable contribution to the integrated organization, identify more strongly with this organization. A field study among 489 soldiers of a newly integrated bi-national military unit is presented to support our hypotheses.

A Study on the Effect of Organizational Change by Reflection of Nursing Practice

A Study on the Effect of Organizational Change by Reflection of Nursing Practice

The effect of Organizational change on job stress

The purpose of this study was to examine the relationships among organizational change, job stress, and job insecurity. Specifically, this study investigated the influence of organizational change on job insecurity and job stress that was partially mediated by job insecurity. In addition, this study examined moderating effect of boundaryless career attitude on the relationship between job insecurity and job stress. Data was collected from 317 Korean employees who were working in various organization via online survey, and 287 data was used for analysis without unreliable responses. The findings are as follows: First, there were positive relationship among organizational change, job stress, and job insecurity. Second, the results of structural equaition analysis showed strong support for the proposed model, and the result of bootstrapping analysis supported that the effect of organizational change on job stress is partially mediated by the job insecurity. 
 Third, the results of hierarchial analysis showed that there was no moderating effect of boundaryless career attitude on the relationship between job insecurity and job stress. Finally, implications and limitations of this study with the direction for future research were discussed.

The effect of Organizational change on job stress: The Mediating Role of Job Insecurity and Moderating Effects of Boundaryless Career Attitude

The purpose of this study was to examine the relationships among organizational change, job stress, and job insecurity. Specifically, this study investigated the influence of organizational change on job insecurity and job stress that was partially mediated by job insecurity. In addition, this study examined moderating effect of boundaryless career attitude on the relationship between job insecurity and job stress. Data was collected from 317 Korean employees who were working in various organization via online survey, and 287 data was used for analysis without unreliable responses. The findings are as follows: First, there were positive relationship among organizational change, job stress, and job insecurity. Second, the results of structural equaition analysis showed strong support for the proposed model, and the result of bootstrapping analysis supported that the effect of organizational change on job stress is partially mediated by the job insecurity. Third, the results of hierarchial analysis showed that there was no moderating effect of boundaryless career attitude on the relationship between job insecurity and job stress. Finally, implications and limitations of this study with the direction for future research were discussed.

Book Review: Anika Gauja, Party Reform: The Causes, Challenges, and Consequences of Organizational Change

Book Review: Anika Gauja, <i>Party Reform: The Causes, Challenges, and Consequences of Organizational Change</i>

The Effects of Organizational Change From NPOs to Social Enterprises on Organizational Performance

Currently, some non-profit organizations (NPO) in Taiwan are financially challenged, without a continual source of government and private funds. In order to address the issue, a change to a social enterprise (SE) may be a feasible method, which necessitates organizational change. However, NGOs are different from general enterprises and may well face with more difficulties brought by the change, even if they have achieved financial autonomy. Therefore, the study, with the quantitative method, discusses the organizational identification and performance (from the perspective of organizations) and corporate image (from the perspective of customers) in the context of an organizational change from a NPO to a SE. In addition, by the use of the purposive sampling, a sampling survey was carried out among Taiwan NPO/SEs and their customers, distributing a total of 159 questionnaires. The findings include: organizational change has significant negative predictive effects on organizational performance and corporate image; organizational identification significantly moderator with performance in organizational change. Moreover, this research use the theory of organizational ecology to discuss the relationship between them.

Corporate Divestitures and Corporate Social Performance (WITHDRAWN)

Corporate divestiture activities are critical organizational change events which could affect various stakeholders in addition to shareholders. However, existing research has predominantly focused ...

Flexible pay systems and labour productivity

PurposeThe purpose of this paper is to analyze the link between flexible pay systems (FPS) and labor productivity, also looking at which factors drive firms to adopt such wage schemes.Design/methodology/approachThe analysis is conducted on an original sample extracted from a firm-level survey on manufacturing firms with at least 20 employees in the Emilia-Romagna region of Italy. A two-stage model is adopted to mitigate potential self-selection into FPS adoption.FindingsThe results show that the adoption of a FPS is linked to the unions’ involvement and organizational changes within firms, supporting the idea that a FPS is not simply a risk-sharing mechanism, but part of a more complex strategy to increase workers’ flexibility and autonomy. The relationship between FPS and labor productivity concerns a traditional form of premiums intended for individual employees and linked simply to “effort improvement and control” motives and to the firm’s “ability to pay.” Productivity also increases after adopting ex-ante payment systems that focus on developing employees’ participation and competences.Research limitations/implicationsThe main findings have two important implications. In the personnel economics literature, the authors stress the complementarity among different organizational practices and their role in making firms more competitive. The authors also attribute an additional role to flexible payment systems, which can be seen not just as a way to make employees work harder, but also as the means by which the effect of organizational changes on labor productivity materializes.Social implicationsFrom the policy perspective, the results show that non-price incentives are as important as price incentives for achieving higher productivity targets. Firms’ competitiveness is the outcome not only of a higher worker effort and lower labor costs, but also of the adoption of managerial and organizational innovations to promote skill development, learning, and union involvement.Originality/valueThe analysis has two elements of novelty: first, the distinction between a broad array of human resource management practices in both production and labor management; and second, the analysis of different types of flexible payment systems: ex post, ex ante, individual, team-based, and mixed.

The Effects of Organizational Change on Students' Emotions

Objective - This study aims to examine the effects of perception on technological change, leadership change and structural change towards students' emotions; and to analyze the mediating effect of experience on perception towards emotion resulting from organizational changes. Using the Theory of Emotional Contagion (Hatfield, Cacioppo &amp; Rapson, 1993), organizational change can produce a number of positive and negative emotional responses that can be transferred to others. Methodology/Technique - The study employs the quantitative research design using the survey method with the self-administered questionnaire. A total of 223 respondents were identified among the undergraduate students at a faculty in a public university who have faced organizational changes (technological, leadership and structural). Findings - The results reveal that perceptions of technology, leadership and structural changes are found to have moderate effects on students' emotions. However, experiences of change partially mediate students' emotion and perception of technological, leadership and structural changes. Experience with organizational changes affects students' emotions badly. Novelty - The implications of the Emotional Contagion Theory holds true for organizational changes as the hypotheses are supported. Students' emotions are equally important to be considered before applying any change to any academic institution. Type of Paper: Empirical. Keywords: Emotional Contagion Theory; Emotional Effect; Leadership Change; Structural Change; Technological Change. JEL Classification: I21, O33.