Impact Of Organizational Change Research Articles

Power Threat Meaning Framework applied to staff support

The current article provides a practice example of using the Power Threat Meaning Framework (PTMF) within a staff support context. It was based within a community mental health team undergoing a service transformation. Some of the observed benefits of this approach to team reflective practice and staff support were highlighted, including open communication about the impact of organisational changes on a team and individual practitioner level. Reflections from the lead and co-facilitators are also described in detail.

The impact of organizational change on employee turnover intentions at private hospitals: The moderating role of emotional intelligence

The objective of this study is to examine whether employees’ reactions to organizational change can affect employees’ turnover intentions at private hospitals in Jordan, as well as a moderating impact of emotional intelligence on this relationship. The analysis is quantitative, using a questionnaire that was distributed online among private hospital employees. A total of 408 respondents completed the questionnaires and were included in the analysis. The results of the first hypothesis testing show that β = 0.960, t = 0.69.4, p < 0.00 and prove that organizational change significantly influences employee turnover intentions. Concerning organizational change dimensions, the results of cognitive reaction were β = 0.656, t = 0.17.5, p < 0.00, for emotional reaction, β = 0.680, t = 0.31.1, p < 0.00, while for behavioral reaction, β = 0.718, t = 0.22.7, p < 0.00. Finally, moderation results show that emotional intelligence has a significant effect, thus moderating the relationship between organizational change and turnover intentions (β = 0.828, t = 0.11.3, p < 0.00).

Impact of Organizational Change on the Performance of Employees

Several studies have been conducted to examine the concerns of staff members in the context of organizational transformation. The conduct of leaders plays a critical role in the context of organizational transition, as they are responsible for articulating a clear vision of the change, offering direct assistance to workers, and exemplifying proper behavior. The aforementioned acts have been shown to contribute to the establishment of stability during periods of transition and to strengthen workers' dedication to the change process. During periods of transition, some individuals may have difficulties in disengaging from their previous company. This may be attributed to a feeling of loss experienced when they are required to relinquish familiarity and structures, procedures, and regulations. The present research will use the information that was subjected to analysis using the content analysis technique. This may be attributed to the significant reliance on secondary sources of information. The outcome of the assessment will give insights into potential enhancements for organizational transformation processes. There are many reasons why it is essential for a company to consistently engage in the process of effecting change. The company must take into account the critical role that workers play in implementing a transformation process. The sustainable long-term performance and success of a company are contingent upon the contributions of its personnel.

“A STUDY ON IMPACT OF ORGANIZATIONAL CHANGES TOWARDS EMLOYEES COMMITMENT AT INDO-MIM PRIVATE LIMITED, DODDABALLAPUR’’

The study examines the impact of organizational changes on employee commitment at INDO- MIM Private Limited in Doddaballapur. It uses qualitative and quantitative methods to analyze data from interviews, polls, and company files. The findings aim to understand how changes, such as architectural reorganizations and strategy realignments, affect employees' loyalty and enthusiasm towards the company. The findings could help leaders and practitioners manage change and maintain employee commitment in fast-paced work situations. KEYWARDS: Organizational changes, employee commitment, leadership transitions, communication effectiveness, and employee involvement are crucial factors in the manufacturing industry.

Shifts in Diabetes Health Literacy Policy and Practice in Australia-Promoting Organisational Health Literacy.

Improving organisational health literacy ensures people can navigate, understand and use essential health information and services. However, systematic reviews have identified limited evidence for practical approaches to implementing such organisational change, particularly at a national level. This study aimed to (a) investigate the approach taken by an Australian national diabetes organisation-Diabetes Australia, as the administrator of the National Diabetes Services Scheme (NDSS)-to improve organisational health literacy over a 15-year-period and (b) examine the impact of organisational changes on the health literacy demands of health information. We performed an environmental scan, examining the websites of the NDSS, Diabetes Australia and the Australian government for reports and position statements describing organisational health literacy policies and practices between 2006 and 2021. The Patient Education Materials Assessment Tool (PEMAT) was applied to consecutively published NDSS diabetes self-care fact sheets (n = 20) to assess changes in the health literacy demands (understandability and actionability) of these fact sheets over the same period. We identified nine policies resulting in 24 health literacy practice changes or projects between 2006 and 2021, applied using a streamlined incremental approach and group reflexivity. The incremental approach focused on (1) increasing audience reach, (2) consistency and branding, (3) person-centred language and (4) the understandability and actionability of health information. The PEMAT scores of fact sheets improved between 2006 and 2021 for understandability (53% to 79%) and actionability (43% to 82%). Diabetes Australia's information development process leveraging national policies, employing an incremental approach and group reflexivity has improved the health literacy demands of diabetes information and serves as a template for other organisations seeking to improve their organisational health literacy.

Impact of Organizational Change on the Performance of Employees

Several studies have been conducted to examine the concerns of staff members in the context of organizational transformation. The conduct of leaders plays a critical role in the context of organizational transition, as they are responsible for articulating a clear vision of the change, offering direct assistance to workers, and exemplifying proper behavior. The aforementioned acts have been shown to contribute to the establishment of stability during periods of transition and to strengthen workers' dedication to the change process. During periods of transition, some individuals may have difficulties in disengaging from their previous company. This may be attributed to a feeling of loss experienced when they are required to relinquish familiar and highly-regarded structures, procedures, and regulations. The present research will use the information that was subjected to analysis using the content analysis technique. This may be attributed to the significant reliance on secondary source of information. The outcome of the assessment will give insights into potential enhancements for organizational transformation processes. There are many reasons why it is essential for a company to consistently engage in the process of effecting change. The company must take into account the critical role that workers play in implementing a transformation process. The sustainable long-term performance and success of a company are contingent upon the contributions of its personnel.

Societal costs of ovarian cancer in a population-based cohort – a cost of illness analysis

Background The societal cost associated with ovarian cancer (OC) is not well known. Increasing costs for new treatments and/or the impact of organizational changes motivates these costs to be described and communicated. This study aims to evaluate the cost of illness of OC in a population-based cohort. Material and methods All patients diagnosed with ovarian, fallopian tube, primary peritoneal cancer, and serous cancer of undesignated primary site (UPS) in 2011–2012 were followed for six years. Direct costs, i.e., costs for health care expenditures, were gathered from the regional healthcare database. Information on indirect costs, i.e., costs of loss of production due to sick leave, was retrieved from Statistics Sweden. Sub-group analyses were conducted regarding stage, income levels, residential area, and diagnosis. Results The cost of illness for all stages during the six years of follow-up was €201,086 per patient, where indirect costs constituted 43.7%. The mean cost of illness per year per patient for all stages was €33,514. Direct costs were higher in advanced stages compared to early stages for every year from diagnosis. During the first two years, there were no differences in indirect costs between early and advanced stages. However, during the third year there was a difference with higher indirect costs in advanced stages. There was no difference in direct costs depending on income levels. Regarding residential area, there was a difference in the outpatient cost during the index and second year with higher costs when chemotherapy and follow-up were provided at county hospitals, compared to at the tertiary hospital. Conclusions Indirect costs constituted a large part of the cost of illness over 6 years from diagnosis. This could indicate that even though treatment costs can be expected to rise with the introduction of new therapies, the societal cost may decrease when survival increase.

The Impact of Organizational Change on Psychological Breaches of Contract in Pakistan’s Private Banking Sector: The Moderating Role of Transformational Leadership

The primary aim of this study is to examine the impact of organizational change (OC) on the psychological contract breach (PCB) of employees in Pakistan’s private banking sector. The study highlights the key role of the transformational leadership approach, particularly when a bank experiences OC and PCB. Using a cross-sectional research design and a sample of 288 private bank employees, we carry out simple linear regression and a hierarchical regression analysis. The study also investigates the mediating mechanism of PCB in relation to OC, employee turnover intention (ETI) and organizational identification (OD) and examines the moderating role of transformational leadership in the banking sector. Our findings support the study’s hypotheses. We conclude that transformational leadership plays a key role in motivating employees and channeling their energies in the direction of OC, while PCB plays a mediating role between OC and ETI and OD. Given the dearth of studies on PCB in South Asian banks, the study contributes to the literature by targeting the private banking sector in Pakistan, emphasizing employees’ reactions to OC and PCB in commercial banks.

Understanding Physician Work and Well-being Through Social Network Modeling Using Electronic Health Record Data: a Cohort Study

BackgroundUnderstanding association between factors related to clinical work environment and well-being can inform strategies to improve physicians’ work experience.ObjectiveTo model and quantify what drivers of work composition, team structure, and dynamics are associated with well-being.DesignUtilizing social network modeling, this cohort study of physicians in an academic health center examined inbasket messaging data from 2018 to 2019 to identify work composition, team structure, and dynamics features. Indicators from a survey in 2019 were used as dependent variables to identify factors predictive of well-being.ParticipantsEHR data available for 188 physicians and their care teams from 18 primary care practices; survey data available for 163/188 physicians.Main MeasuresArea under the receiver operating characteristic curve (AUC) of logistic regression models to predict well-being dependent variables was assessed out-of-sample.Key ResultsThe mean AUC of the model for the dependent variables of emotional exhaustion, vigor, and professional fulfillment was, respectively, 0.665 (SD 0.085), 0.700 (SD 0.082), and 0.669 (SD 0.082). Predictors associated with decreased well-being included physician centrality within support team (OR 3.90, 95% CI 1.28–11.97, P=0.01) and share of messages related to scheduling (OR 1.10, 95% CI 1.03–1.17, P=0.003). Predictors associated with increased well-being included higher number of medical assistants within close support team (OR 0.91, 95% CI 0.83–0.99, P=0.05), nurse-centered message writing practices (OR 0.89, 95% CI 0.83–0.95, P=0.001), and share of messages related to ambiguous diagnosis (OR 0.92, 95% CI 0.87–0.98, P=0.01).ConclusionsThrough integration of EHR data with social network modeling, the analysis highlights new characteristics of care team structure and dynamics that are associated with physician well-being. This quantitative methodology can be utilized to assess in a refined data-driven way the impact of organizational changes to improve well-being through optimizing team dynamics and work composition.

The Impact of Organizational Change on Change Management in ICT sector in the Republic of Croatia

In recent years, the information and communication technology (ICT) sector has recorded rapid growth and development and is the driving force of the Croatian economy. At the same time, this sector is characterized by fast and dynamic changes which in the demanding business environment requires an immediate and adequate response, so the question of how organizational changes affect change management in ICT sector in the Republic of Croatia arises. To answer this question, empirical research was conducted. The research sample is structured according to data collected from 103 experts in Croatian ICT sector. It offers sufficient elements to establish a quality methodological framework to monitor the impact of organizational change on change management in this sector. This empirical research offered evidence on the possibility of using the ADKAR model of change management in analysis of need for change, implementation, and monitoring of the course of change in ICT organizations. The research results point to the conclusion that organizational change presented through ADKAR model has an impact on change management and is of key importance for ICT organizations. This paper contributes to a better understanding of organizational change and its significance for change management in Croatian ICT organizations.

Expendable or valuable?

This study explores the impact of organizational changes on newspaper photo departments, an area of newsrooms that have arguably been particularly affected by structural changes in the field of journalism Through qualitative interviews with editors responsible for photojournalism at five Swedish newspapers that have experienced recent changes to photo staffing and routines for the sourcing of images, the study explores the following questions: Which routines do the newspapers have for sourcing images, in terms of in-house staff and external sources? How do notions of visual quality and external factors, such as audiences and competition, contribute to shaping the newspapers’ visual strategies? Findings indicate that newspapers rely on staff photojournalists for unique and in-depth coverage, but less for routine and breaking news. A certain expansion of photojournalism was found in some newsrooms where it is seen as a competitive edge; which, in part, challenges a “discourse of doom.” Uncertainty about the support for visual strategies in newsrooms lacking visual leadership was also found.

Organizational changes in the activity of enterprises in the context of urgent crisis management

Eliminating or reducing the negative impact of crisis phenomena on the economic condition of an enterprise and ensuring its further effective development is closely related to the concept of organizational changes. On the one hand, urgent crisis management tools almost always cause such changes. On the other hand, crisis phenomena in the activities of a business entity lead to the need to introduce organizational changes. In this context, it is noted that it is important to diagnose such changes even before their practical implementation begins. This problem is especially relevant when it is necessary to introduce so-called large-scale changes in the context of crisis management. Any mistakes at the beginning most likely will lead to failure to achieve the set goals and to problems in the practical implementation of these changes. Consequently, based on the results of the conducted research, organizational changes in the activities of enterprises in the conditions of crisis management at the beginning are proposed to be diagnosed taking into account four areas that correspond to the PAEI-model of Adizes, well known in the theory and practice. At the same time, it provides for determining the market orientation of organizational changes (proactive nature of organizational changes); the social orientation of organizational changes (integrative nature of organizational changes); the impact of organizational changes on the enterprise administration system (complementary nature of organizational changes); the impact of organizational changes on the operating environment of the enterprise (functional nature of organizational changes). The article offers a method for diagnosing organizational changes in the activities of enterprises in the conditions of crisis management, based on the method of hierarchy analysis (Analytic Hierarchy Process – AHP) and provides for the implementation of such key stages: the formation of an expert group; determining the level of a hierarchical model for diagnosing organizational changes in the conditions of anti-crisis management; studying the essence and characteristics of the proposed organizational changes, so that then diagnose them taking into account the directions of proactive, integrative, functional and complementary nature, using matrices of pairwise comparisons; determining eigenvectors, as well as establishing their normalized values, applying the known geometric mean of the matrix lines; determining the consistency of expert opinions; forming conclusions and recommendations. The possibility of practical use of the proposed method of diagnosing organizational changes in the activities of enterprises in the context of crisis management is confirmed by relevant calculations on the example of several business entities in the Lviv region.

The Impact of Organizational Change on the Improvement of the Picking Process in a Logistics Center – A Case Study

Purpose: The aim of the article is to determine to what extent the introduction of organizational change in the picking process will affect its efficiency and to identify factors influenced by this innovation. Design/Methodology/Approach: The study will make use of quantitative tools to measure the relationship between the introduction of innovation and the duration of the picking process. The impact of introducing innovation on the order picking employee will be examined A case study was chosen as the primary research method. Findings: The results of the work show that the introduced organizational change has an impact on the efficiency of the process, the reduction of operating costs and electricity consumption. The level of work comfort of employees directly involved in the picking process also increased. Practical Implications: In practice finding the shortest route is extremely important during the picking process. Therefore, in warehouses, instead of complicated optimization methods, it is worth using simple solutions that are faster and easier to implement. The results of the work indicate that the introduced change has an impact on the efficiency of the process, cost of electricity consumption, and work comfort of employees who are directly related to the picking process. Originality/Value: This article presents the overall impact of the implemented organizational change. The impact of the change is on the efficiency of the process, and also on the human factor and the environmental aspect.

DAMPAK PERUBAHAN ORGANISASI PEMERINTAH TERHADAP KOMUNIKASI ORGANISASI

This study aims to see the impact of organizational change on communication organization, organizational climate, and organizational commitment on organizational perfomance within the Ministry Research Technology and Higher Education. Change of organization can have an impact on communication organization. This research uses research methods qualitative and post-positivist approaches. Respondent research as many as eleven sources consisting of eight resources persons are Kemenristekdikti employees and three sources outside of stakeholders. There is also a vision and mission from Kemenristekdikti as a reference for various work activities. As a consequence of the elaboration of this vision and mission, required planning and implementation of strategic steps a structured and measurable incorporation of Kemenristekdikti. In this case organizational communication is an aspect important in organizational change to produce a good working relationship with fellow employees. Because organizational communication can form a climate organizational communication, which will have an impact towards organizational commitment that also delivers impact on organizational performance.

The Individual Job Impact of Change and Employees’ Well-Being: Role Clarity and Interpersonal Justice as Leadership-Related Moderators*

ABSTRACT Leadership behaviour plays a key role in terms of change-related well-being and health impact. The objective of this study was to identify leadership determined circumstances which mitigate the potential detrimental effects of the individual job impact of organizational change on well-being outcomes. Based on the Job Demands-Resources Model we explicate two-way and three-way interactions between individual job impact and crucial resources during organizational change provided by leaders (role clarity and interpersonal justice). Specifically, we propose that the combination of these resources will attenuate the relationships between individual job impact and both psychological contract breach/violation and mental ill-health. Field survey data were gathered from 189 employees in a group of hospitals in Germany undergoing restructuring. Only the combination of low demands and high measures of either of the resources was related to favourable criterion levels, implying that the provision of resources is not enough to mitigate negative well-being impact. Rather the increase of demands has to be monitored in phases of change. With high individual job impact, psychological contract violation was low only when both role clarity and interpersonal justice were high (significant three-way interaction). MAD statement This article makes a difference by contributing to the discussion on the central buffering hypothesis of the JDR-M considering the specific context of organizational change. It highlights that drastic individual job impact of change is a particularly difficult scenario for employees in which single or even several combined resources provided by the leader might not be able to buffer followers’ unfavourable well-being impact. We add to change literature by focussing on ‘healthy leadership’ which is relatively underrepresented in research. Our results imply that individual job impact and well-being are important aspects in planning change processes beyond outcomes considered traditionally in Organizational Behaviour Literature.

Quality of care and job satisfaction in a Hospital Trust before and after The Coordination Reform in Norway.

AimsTo study the impact of organizational changes on the quality of health services and on health professionals' job satisfaction in specialist health services.DesignA repeated cross‐sectional study, including 5 years before (2007) and 5 years after (2017) the introduction of The Coordination Reform in Norway.MethodsNurses and auxiliary nurses working in medical wards at three hospitals evaluated the quality of health services and various aspects of their working conditions, using questionnaires: Quality of Patient Care and the Job Satisfaction Scale.ResultsIn 2017, nurses and auxiliary nurses had longer work experience compared with 2007. Nurses and auxiliary nurses also worked full hours. There was no significant change over time in total Quality of Patient Care score or in any of the sub‐scores. There was no significant change in total Job Satisfaction Scale score over time, but there was a significant decline in the sub‐score for physical working conditions.

Responding to career uncertainty: Applying a ‘dual-empathy’ approach to career development using corporate strategy theory

We live in rapidly changing times, with workers continuously facing challenges as organisations go through repeat and rapid transformations. Furthermore, literature on Future of Work, including the rise of artificial intelligence in the workplace, predicts greater levels of occupational hybridisation and contingent working, which will further increase job uncertainty. This paper argues that by drawing on theory and practice from organisational literature, career practitioners can appreciate better the impact of organisational change on work, and the implications of this for people’s careers. Thus, in understanding both organisational and individual transformation, they can offer a ‘dual-empathy’ approach to career practice.

The impact of organisational change on transfusion practices in perioperative care: an analysis of blood product use following the merger of three London cardiac surgery units to form the Barts Heart Centre

In 2015, three London cardiac centres, with different transfusion infrastructure support, merged to form the Barts Heart Centre. We describe the impact on transfusion rate, blood usage and interoperator variation. Data was collected on all adult patients undergoing cardiac surgery during 2014 as well as 2016, using the National Institute Cardiovascular Outcomes Research (NICOR) data set. Over the two time periods, a total of 3,647 cardiac procedures were performed (1,930 in 2014 and 1,717 in 2016). There were no significant differences in type of surgery or patient comorbidity between the two epochs of time. Overall, red blood cell transfusion at 24 hours and until hospital discharge reduced significantly in 2016 (odds ratio 0.77; 95% confidence interval 0.68-0.89; p=0.0002). Interoperator variability (adjusted for comorbidities) reduced after merger from standard deviation 0.394 (standard error (SE) 0.096) to 0.269 (SE 0.082), p=0.001. Clinical and organisational factors can improve transfusion service.

Experiences of clinical psychologists working in palliative care: A qualitative study.

Compassion fatigue refers to the emotional and physical exhaustion felt by professionals in caring roles, whereas compassion satisfaction encompasses the positive aspects of helping others. Levels of compassion satisfaction and fatigue have been found to be inconsistent in palliative care professionals, which could have serious implications for patients, professionals and organisations. This study explored the experiences of clinical psychologists working in palliative care, all worked with adults with cancer, to gain an understanding of the impact this work has on their self and how they manage this. A qualitative approach was taken, using semi-structured interviews and interpretative phenomenological analysis. Three superordinate themes were identified: commitment, existential impact on the self and the oracle. The participants' experiences were characterised by the relationship between themselves and their patients, the influence of working in palliative services on their world view and the impact of organisational changes. Differences between working as a clinical psychologist in palliative care versus non-palliative settings were considered. Professionals working in palliative care should be supported to reflect on their experiences of compassion and resilience, and services should provide resources that facilitate staff to practice positive self-care to maintain their well-being.

The impact of organisational change on employee job satisfaction at the National School of Government

The impact of organisational change on employee job satisfaction at the National School of Government