Individual Change Readiness Research Articles

The role of readiness for change on behavioral intention viewed from performance and effort expectancy in the implementation of electronic medical records

Background: Technological developments have triggered a transformation in the implementation of electronic medical records (RME) in Indonesia, in line with regulations that require the implementation of RME in all health service facilities by the end of 2023. Although it has been proven to increase efficiency and reduce medical errors, the implementation of RME faces challenges such as infrastructure readiness and risk factors cultural. Purpose: To identify factors that influence the success of RME implementation, including performance expectations and the use of RME in health facilities in Indonesia. Method: The design of this research is quantitative, observational analytical type with a cross-sectional approach. The population of this study were employees of Community Health Centers in Kediri Regency. The probability sampling technique using a random sampling approach obtained a sample of 336 employees in 33 Community Health Centers and SmartPLS 2.9.8 was used to test the hypothesis. The variables used in this research are: performance expectancy (X1), effort expectancy (X2), Readiness for Change (Z), and Usage Intention (Y). Results: The results of the research show that there is a direct influence of performance expectancy, effort expectancy, and Readiness to Change on Usage Intention with P = 0.000. Individual Change Readiness Mediates performance expectancy and effort expectancy on Usage Intention, which has a significant effect with a P value of 0.001. Conclusion: This research concludes that new insights into the critical role of change readiness as a mediator between technology acceptance factors and behavioral intentions.

Coaching Effectiveness in Ideation of PNL LDP Level 3

This study evaluates the effectiveness of coaching in the Ideation of Leadership Development Program (LDP) Level 3 at PT. PLN (Persero), focusing on Coach-Client Relationship theories (Diller et al., 2022) and the ADKAR model by Hiatt (2006). It investigates the influence of coach-coachee dynamics, including Working Alliance – Task and Goal, Perceived Empathy, Perceived Need Supportive Behavior, and Closeness, on the success of the coaching process. Additionally, the research assesses the ADKAR model’s components (Awareness, Desire, Knowledge, Ability, and Reinforcement) and Team Effectiveness based on Process Criteria (Effort-Related, Strategy-Related, and Knowledge & Skill-Related) in group project facilitation. Utilizing a quantitative approach, online questionnaires were distributed to 19 individuals who met the necessary criteria, including being participants in two coaching sessions of Ideation 3 Batch 5 and holding positions as potential leaders three tiers beneath the board of directors, consisting of Managers in Service Units, Vice Presidents in subsidiaries, and Assistant Vice Presidents. The responses then would be analyzed via IBM SPSS 27.0. Results indicate significant correlations between Coach-Client Relationship, ADKAR model, and Team Effectiveness, enhancing the understanding of coaching in personnel development. This finding highlights the necessity of a well-aligned coaching process to foster effective individual change readiness. Moreover, the finding also reveals that the coaching process extends beyond individual development and has a significant influence on team collaboration and effectiveness. A well-aligned coaching process can more effectively prepare individuals for the transitions and developments required in leadership roles and equip them to contribute positively to team environments. While this study contributes to a better understanding of coaching as a method for people development, there are some limitations concerning the sample and limited time of the study. Future research with a larger and varied sample, across-case data collection, and various additional data is needed. Testing with before-after questionnaires, forum group discussions, and a mixed-method approach would be particularly interesting, including diverse leadership levels and genders.

THE EFFECT OF MANAGERS’ RISK-TAKING PROPENSITY ON MANAGERS’ READINESS FOR CHANGE. THE MEDIATING EFFECT OF PERSISTENCE IN THIS RELATIONSHIP: A RESEARCH IN THE ORGANIZED INDUSTRIAL ZONE

This study explores the effect of managers’ risk taking propensity on individual readiness for change and the mediating effect of persistence in this relationship. In the research, the survey method was preferred in order to discover the causal relationships. This study is cross-sectional and follows an explanatory research design using 323 managers in Turkiye. SPSS program was used in the analysis and the mediation relationship was examined with the Hayes process macro. It has been proven that persistence plays a mediating role in the effect of managers' risk-taking propensity on individual change readiness. According to the resource conservation theory, managers take an attitude to prevent resource loss. Addressing the risk-taking propensity and readiness for change in terms of managers can provide important results in terms of determining the effect of persistence. This research reveals this relationship from the perspective of Turkiye.

Achieving change readiness for health service innovations.

Continual innovation to address emerging population needs necessitates health service ongoing redesign and transformation worldwide. Recent examples include service transformations in response to Covid‐19, many of which were led and managed by nurses. Ensuring change readiness is central to delivering these transformative changes yet has been identified as a central challenge impacting nurse leaders and managers. Recent evidence indicates that affective commitment to change among healthcare staff may be an important contributor to gaining support for change implementation but understudied in healthcare. A cross‐sectional survey study was used to examine the association between affective commitment to change and change readiness among 30 healthcare staff across four projects in one state‐wide health system in Australia. Our findings indicate that affective commitment to change; healthcare worker's emotional and personal perception of the value of the proposed change is independently associated with individual and collective change readiness. Given that achieving change readiness is a central goal of change management strategies, this pilot work provides valuable insight to inform the change management practices of nurse leaders and managers.

Is Gaining Affective Commitment the Missing Strategy for Successful Change Management in Healthcare?

Despite the requirement for continual change and development, change failure is omnipresent in health care, ranging from small technical errors within new systems, processes or technologies, through to breakdowns and large-scale disaster. Despite decades of research investment, consultancy and initiatives, creating a healthcare context that promotes clinician engagement with change remains elusive, with limited demonstrated progress. Affective commitment to change refers to commitment that is driven by a desire to support change based on its perceived benefits or value, as opposed to commitment that is based on a sense of obligation or the minimization of costs. Recent evidence from health-care contexts indicates that affective commitment to change drives change readiness more so than the individual’s self-efficacy for dealing with the change. Considering evidence regarding the effect of affective commitment to change on individual and collective change readiness among health-care staff, we may need to reorient our current strategies for managing change. We explore the opportunities to enhance affective commitment to change and, in turn, change readiness through adopting values-based approaches to designing and executing change proposals with clinicians and service users.

Assessing individual readiness for change in healthcare: a review of measurement scales

PurposeUnderstanding how individuals respond and adapt to change is essential to assist leaders to manage transformational change effectively. Contemporary health care environments are characterised by frequent and rapid change, often with unrealistic and challenging timeframes. Researchers have employed a range of assessment scales to assess individual readiness for change. Hence, to select the appropriate scale, it is critical to compare the properties of these instruments. A scoping review will be conducted to identify scales that measure an individual's response to change in the healthcare environment.Design/methodology/approachIn this article the authors used the PIC (Population or Problem, Interest, and Context) design and undertook a comprehensive literature search conducted in Eric, MEDLINE, EmCare, CINAHL, PsychINFO and PubMed. Management databases were also searched including Business Source Premium (Ebesco) and Business Collection (InfoRMIT). Reference lists were scrutinized, and citation searches were performed of the included studies. The primary outcome was the quality of the literature searches and the secondary outcome was time spent on the literature search when the PIC model was used as a search strategy tool, compared to the use of another conceptualizing tool or unguided searching.FindingsThis scoping review identified eight scales used to measure an individual's response to change. This scoping review did not identify any individual change readiness scales specifically designed for use in the healthcare environment. However, two scales (the Acceptance of Change Scale and the Resistance to Change Scale) had applicability across a wide variety of organisational settings.Research limitations/implicationsScoping reviews do not set out to comprehensively source all relevant literature but rather to ascertain the nature and extent of the published literature in the field. Therefore, it is possible that a systematic review might uncover additional relevant papers.Practical implicationsThis scoping review will assist change leaders to gain a better understanding of the different scales used to measure individual response to change.Originality/valueTo manage change effectively, change leaders first need to develop an understanding of how individuals respond and adapt to change. Change leaders require the necessary scales to assist them to understand change processes, providing an understanding of where individuals are placed on the change continuum. To the best of the authors' knowledge, this scoping review is the first of its kind to identify and review scales to measure individual response to change.

Change Ready, Resistant, or Both? Exploring the Concepts of Individual Change Readiness and Resistance to Organizational Change

This paper is a qualitative review of two concepts: change readiness and resistance to change. We review their use, clarify their conceptual underpinnings, and address the assumption of them being the opposite poles of the same continuum. We juxtapose the two concepts and analyze their dimensions which commonly represent a source of ambiguity about their meaning, review their evolution, and compare them to similar concepts. We argue that resistance to change addresses two important aspects: resistance as behavior and resistance as attitude. We argue that because resistance to change and change readiness share attitudinal roots, they should be looked at in conjunction – not on a bipolar continuum but as coexisting orthogonal dimensions – to grasp the full complexity of change-related attitudes. We discuss implications and offer guidance for future research. DOI: 10.15458/85451.82

The Impact of Knowledge Management and Change Readiness on the Effectiveness: Case of Russian Organizations

Many researchers believe that knowledge is the most important resource in the contemporary economy, but empirical studies show that knowledge management is not among the most used managerial tools. This gap can be explained by help the hypothesis that knowledge management produces the significant impact on the effectiveness of organization only with the accompanying development of change management. This hypothesis is empirically tested using the structural equation modeling method (PLS-SEM) on data on 103 Russian organizations. The results show that the empirical sample includes two statistically different datasets. The separating variable is the type of owner, so separate models were built for state-owned and private-owned organizations. For private-owned organizations, the hypothesis that knowledge management and changes readiness jointly affect effectiveness is fully confirmed. For state-owned organizations, knowledge management is not a factor of effectiveness. These results have two practical implications. First, managers who rely on the organizational knowledge should focus on the joint and coordinated implementation of knowledge management and change management. Special attention should be paid to the organizational context that supports individual change readiness. Second, state-owned organizations in Russia are less effective rather private ones, it is due to the fact that knowledge management for them is not the factor of effectiveness, what is a consequence of suppression of initiatives at the individual level.

Establishing relationship between TQM practices and employee performance: The mediating role of change readiness

The study aims to examine the relationship between Total Quality Management (TQM) practices and employee performance in dynamic technological sector. In addition, the mediating role of individual change readiness (ICR) between TQM practices and employee performance is also observed. The quantitative study has been carried out in software houses of Pakistan and data is analyzed through descriptive statistics, correlation analysis and Structural Equation Modeling. The results reveal that TQM practices and ICR provide significant support to measure employee performance. Furthermore, the results of this study also support the mediating role of ICR. Findings are important because employee change readiness brings a sound contribution to the level of organizational change. This study is a novel contribution of ICR mediation on the relationships between TQM practices and employee performance.

The Role of Perceived Organizational Support in Individual Change Readiness

ABSTRACTThis paper examines the role of perceived organizational support (POS) in individual change readiness. Drawing upon social exchange theory, this study tests the notion that POS is linked to readiness via trust in the organization. It also explores the nonlinear effects of POS on trust and its nonlinear indirect effects on change readiness. Data were collected from a sample of 154 employees of a restaurant chain undergoing a restructuring and the introduction of new leadership. The results show a direct effect of POS on change readiness, as well as indirect effects that become manifest through trust. Post-hoc analyses indicate that the POS–trust relationship is nonlinear, such that the relationship is attenuated at higher levels of POS, and reveal a nonlinear indirect effect on change readiness. Study findings suggest organizations could improve the likelihood of bringing about change by supporting employees before change initiatives are introduced, but that very high levels of support may yield diminishing returns.

The Effectiveness of Russian Organizations: The Role of Knowledge Management and Change Readiness

Many researchers believe that knowledge is the most important resource in the contemporary economy, but empirical studies show that knowledge management is not among the most used managerial tools. This gap can be explained with the hypothesis that knowledge management produces the significant impact on the effectiveness of organization only with the accompanying development of change management. Herewith the critical element of change management is a change readiness that allows to assess the possibility and feasibility of changes, consolidate and focus efforts, assess the adequacy of resources. This hypothesis is empirically tested using the partial least squares structural equation modeling (PLS-SEM) method on data for 103 Russian organizations. The results show that the empirical sample includes two statistically different datasets. The separating variable is the type of owner, so separate models were built for state-owned and private-owned organizations. For privateowned organizations, the hypothesis that knowledge management and changes readiness jointly affect effectiveness is fully confirmed. For state-owned organizations, knowledge management is not a factor of effectiveness. These results have two practical implications. First, managers who rely on the organizational knowledge should focus on the joint and coordinated implementation of knowledge management and change management. Special attention should be paid to the organizational context that supports individual change readiness. Second, state-owned organizations in Russia are less effective rather private ones, it is due to the fact that knowledge management for them is not the factor of effectiveness, that is in its turn a consequence of suppression of initiatives at the individual level.

When and How Does Psychological Voice Climate Influence Individual Change Readiness? The Mediating Role of Normative Commitment and the Moderating Role of Work Engagement.

This research explores the linking mechanisms and conditional processes underlying the relationship between psychological voice climate and individual change readiness. In accordance with the social identity theory, we argued that normative commitment would mediate the relationship between psychological voice climate and individual change readiness; furthermore, work engagement would moderate the proposed indirect effect. Two-wave survey data were collected from 187 full-time employees in a government-owned institute of research and development and were adopted for moderated mediation analysis. The results showed that normative commitment mediates the relationship between psychological voice climate and individual change readiness. Furthermore, work engagement strengthens the effect of psychological voice climate on individual change readiness in an indirect manner via normative commitment. Based on the findings, the theoretical implications and practical suggestions were discussed.

Individual Attributes of Change Readiness: A Case Study at Indonesia State-owned Railway Company

Abstract PT Kereta Api Indonesia (KAI), which until 2009 was known as a low performance Indonesia state-owned railway company, experienced a very significant improvement under the leadership of Ignatius Jonan. A case study was done at KAI to: 1) find individual attributes affect the KAI employees’ change readiness, and 2) generate model of relationship between individual attributes and change readiness. 47 individual attributes found associated with change readiness. Based on the findings, proposed model is constructed: change readiness as the dependent variable; life experience, values, traits, psychological capital as independent variables; organizational commitment as mediating variable; and leadership as moderating variable.

The Relationship between Individual Innovatiness and Change Readiness Conditions of Students Attending Faculty of Education

The aim of this study is to determine the relationship between individual innovativeness and change readiness conditions of the students of Sakarya University Faculty of Education. In addition, students’ conditions of change readiness were analyzed according to gender, type of instruction, academic average and department in the study. Relational survey model was used as the research method. “Change Readiness Scale” developed by Kondakçı, Zaim and Çalışkan (2013) and having 12 items and 3 dimensions (change readiness in determination extent, change readiness in emotion and change readiness in cognitive extent); and “Individual Innovativeness Scale” adapted to Turkish by Kılıçer and Odabaşı (2010) were used as the data collecting tool in the study. The population comprised 4279 students studying at Sakarya University Faculty of Education in 2012-2013 academic year while the sample included 503 students determined through the method of determining simple random sampling used where number of individuals are known. The findings of the study are as follows:1.When examining individual innovativeness of pre-service teachers, it was found that 4,4% of them were innovator, 34,2% of them were early adaptors, 49,5% of them were early majority, 9,1% of them were late majority and 2,8% of them were laggards.2.There is a positive relationship at .70 between individual innovativeness and change readiness of pre-service teachers.3.The change readiness conditions of the students differentiate in terms of gender, academic average and department variables.4.The change readiness conditions of the students do not show a significant difference in terms of type of instruction variable.

Change Readiness

The authors conducted a theoretical review of the change readiness literature and identified two major limitations with this work. First, while there is substantial agreement about the key cognitions that underlie change readiness, researchers have not examined the affective element of this attitude. Second, researchers have not adopted a multilevel perspective when considering change readiness. The authors address these limitations and argue that it is important to incorporate affect into definitions of the change readiness construct and also when measuring this construct. They then develop a multilevel framework that identifies the antecedents and consequences of individual, work group, and organizational change readiness. Next, the authors outline the theoretical processes that lead to the development of individual and collective change readiness. They then review theoretical and empirical evidence to identify the antecedents of change readiness at the three levels of analysis. Finally, the authors identify a number of suggestions to guide future research seeking to adopt a multilevel approach to change readiness.

TOWARDS A NETWORK PERSPECTIVE ON CHANGE READINESS

The present study develops the conceptual linkage between individual change readiness and elements of social capital. Manifestations of structural and relational social capital are theorized as aff...

Readiness for organizational change: Do organizational commitment and social relationships in the workplace make a difference?

Businesses are confronting continuous and unparalleled changes. For organizations to assist employees in being motivated and prepared for change, it is essential that managers, leaders, and organization development professionals understand factors that may influence individual change readiness. The purpose of the research study examined here was to investigate the relationship between readiness for change and two of these possible factors: organizational commitment and social relationships in the workplace. Four hundred sixty-four usable surveys were returned from full-time employees in four companies in two northern Utah counties. The findings indicate significant relationships between readiness for change, organizational commitment, and social relationships. Relationships were also found between readiness for change and number of children, social relationships and gender, and organization commitment or one of its three components (identification, job involvement, and loyalty) and employee age, educational level, and gender.