Change Management Process Research Articles

Dispositional resistance to change and emotional exhaustion: moderating effects at the work-unit level

Organizational change, although essential for business success, may negatively impact employees’ well-being. Based on person–environment fit theory, the authors investigate employees’ dispositional resistance to change as it impacts emotional exhaustion. Furthermore, the authors examine boundary conditions that may affect dispositional resistance to change and its influence on emotional exhaustion. They take a trait activation approach and test the moderating roles of two work-unit-level internal contextual factors: perceived organizational support and informational team climate. Using a longitudinal research design of 709 participants in 30 work units, multilevel analyses reveal that dispositional resistance to change (time 1) is positively related to emotional exhaustion (time 2). Moreover, a lack of perceived organizational support and a high informational team climate strengthen these effects. The authors conclude that organizations should offer coaching and training programmes to cope with organizational change for employees who are highly change resistant. Furthermore, personal and organizational development strategies should consider the insights gained from the study regarding internal contextual factors that moderate change management processes.

Twelve tips for successfully implementing logbooks in clinical training

Background: Logbooks are widely used to set learning outcomes and to structure and standardize teaching in clinical settings. Experience shows that logbooks are not always optimally employed in clinical training. In this article, we have summarized our own experiences as well as results of studies into twelve tips on how to successfully implement logbooks into clinical settings.Methods: We conducted both a workshop concerning the importance of logbook training to exchange experiences in teaching practice, organization, didactic knowledge and a literature research to compare our own experiences and add additional aspects.Results: Tips include the process of developing the logbook itself, the change-management process, conditions of training and the integration of logbooks into the curriculum.Conclusions: Logbooks can be a valuable tool for training in clinical settings, especially when multiple sites are involved, when you take our tips into consideration.

Is Communication Always Helpful? – The Influence of Organizational Communication on Feelings of Uncertainty and Commitment of Employees during Change Management Processes

The study examines the influence of merger communication on the subjective experience of employees and management involved in the merger process, which is a crucial factor of success for mergers in general. In comparison with employees without any managerial responsibility leaders consider a timely integration, the involvement of the management and the level of information throughout the merger process as more important. The evaluation of communication predicts uncertainty as a part of the subjective experience of the employees. The findings overall emphasize the important role of the middle management to honestly and target-oriented communicate all important information that affect their employees, to enable feedback and to represent their interests when acting. They have a clear subjective information lead over their employees and are rather directly and timely involved by the top management For practice, this overall means that all described aspects of communication should be considered during the merger process and that it should be thought of the key role of the middle management.

Impact of Technological change process on Individual Performance among the Information Technology (IT) Employees in Tamil Nadu

This paper explores the relationship between technological change process and its impact on individual performance among Information Technology (IT) employees in Tamil Nadu. The Information technology (IT) industry has been one of the fastest growing industries in the world, impacting economies globally and locally. Managing the rapid change in technology, especially in IT industry is rising as a macro level problem for all the major organizations. The resources working on the current technology has to be updated and trained in the new specialization. The search for the resources in the particular specialization has to be made and fitted out. Employee performance varies on working with different technologies. This in turn has an influence on organizational efficiency. There is no easy way to manage technological changes, and no simple formula that will work in all cases. This special study tries to simplify a very complex subject by focusing on technological change management process by the organizations in Information Technology (IT) industry with respect to employees performance. Such that, the result of the study will give a better linear perspective way for handling the technological changes, for the organizations in IT industry. This in turn helps in increasing their business.

Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment

Organizational changes are costly ventures that too often fail to deliver the expected outcomes. Psychological empowerment and affective commitment to change are proposed as especially important in turbulent contexts characterized by multiple and ongoing changes requiring employees’ continuing contributions. In such a context, employees’ beliefs that the changes are necessary, legitimate and will be supported, are presumed to increase psychological empowerment and affective commitment to change. In a three-wave longitudinal panel study of 819 employees, we examined autoregressive and cross-lagged relations among latent constructs reflecting change-related beliefs (necessity, legitimacy, support) and psychological reactions (psychological empowerment, affective commitment to change). Our findings suggest that psychological empowerment and affective commitment to change represent largely orthogonal reactions, that psychological empowerment is influenced more by beliefs regarding support, whereas affective commitment to change is shaped more by beliefs concerning necessity and legitimacy.

Structural Transformation of Turkish Insurance Sector and Leadership & Coaching Applications for Human Resources Competency Development: Güneş Insurance Company

This study examines the effects of Leadership Development Model, which was developed in parallel with the restructuring of human resources department of an insurance company that acts in Turkish Insurance Sector Elementary Branch, as part of the change management process on the corporation and on its employees. This study aims to find out the contribution of the mentioned development model to corporations and employees and to give an opinion about the possible model application methods in different corporations and organizations.

An evaluation of the benefits and challenges of video consulting between general practitioners and residential aged care facilities

This research evaluated a project that provided video consultations between general practitioners (GPs) and residential aged care facilities (RACFs), with the aim of enabling faster access to medical care and avoidance of unnecessary hospital transfers. GPs were paid for video consultations at a rate equivalent to existing insurance reimbursement for supporting telehealth services. Evaluation data were gathered by direct observation at the project sites, semi-structured interviews and video call data from the technical network. Three pairs of general practices and RACFs were recruited to the project. 40 video consultations eligible for payment occurred over a 6 month period, three of which were judged to have avoided hospital attendance. The process development and change management aspects of the project required substantially more effort than was anticipated. This was due to problems with RACF technical infrastructure, the need for repeated training and awareness raising in RACFs, the challenge of establishing new clinical procedures, the short length of the project and broader difficulties in the relationships between GPs and RACFs. Video consulting between GPs and RACFs was clinically useful and avoided hospital attendance on a small scale, but further focus on process development is needed to embed this as a routine method of service delivery.

Implementing Indigenous community control in health care: lessons from Canada.

Objective Over past decades, Australian and Canadian Indigenous primary healthcare policies have focused on supporting community controlled Indigenous health organisations. After more than 20 years of sustained effort, over 89% of eligible communities in Canada are currently engaged in the planning, management and provision of community controlled health services. In Australia, policy commitment to community control has also been in place for more than 25 years, but implementation has been complicated by unrealistic timelines, underdeveloped change management processes, inflexible funding agreements and distrust. This paper discusses the lessons from the Canadian experience to inform the continuing efforts to achieve the implementation of community control in Australia. Methods We reviewed Canadian policy and evaluation grey literature documents, and assessed lessons and recommendations for relevance to the Australian context. Results Our analysis yielded three broad lessons. First, implementing community control takes time. It took Canada 20 years to achieve 89% implementation. To succeed, Australia will need to make a firm long term commitment to this objective. Second, implementing community control is complex. Communities require adequate resources to support change management. And third, accountability frameworks must be tailored to the Indigenous primary health care context to be meaningful. Conclusions We conclude that although the Canadian experience is based on a different context, the processes and tools created to implement community control in Canada can help inform the Australian context. What is known about the topic? Although Australia has promoted Indigenous control over primary healthcare (PHC) services, implementation remains incomplete. Enduring barriers to the transfer of PHC services to community control have not been addressed in the largely sporadic attention to this challenge to date, despite significant recent efforts in some jurisdictions. What does this paper add? The Canadian experience indicates that transferring PHC from government to community ownership requires sustained commitment, adequate resourcing of the change process and the development of a meaningful accountability framework tailored to the sector. What are the implications for practitioners? Policy makers in Australia will need to attend to reform in contractual arrangements (towards pooled or bundled funding), adopt a long-term vision for transfer and find ways to harmonise the roles of federal and state governments. The arrangements achieved in some communities in the Australian Coordinated Care Trials (and still in place) provide a model.

A framework for cut-over management

The purpose of this paper is to provide a governance structure for IT-related projects in order to assure a safeguarded and timely transition to a productive environment. This transitioning, which rarely exceeds a weekend, is colloquially called ‘cut-over’, ‘rollout’ or ‘deployment’. The governance structure is defined in accordance with a set of project-specific deliverables for a cascade-type procedural project-management model, which is integrated within an Information Technology Infrastructure Library (ITIL)-orientated service organization. This integration is illustrated by the use of a semi-agile release model. Due to the release model selected, which is particularly characterized by its bundling of projects for a release-specific rollout (as it is referred to in the project documentation), a new definition and interpretation of deployment from a generic ITIL perspective is required. The facilitated release model requires a distinction between aproject-specific cut-overand arelease-specific rollout. This separation gives rise to two types of go-live scenarios: one for each participating project and one for each release. Additionally, an interplay between cut-over planning for a project and rollout planning for a release becomes apparent. Projects should already incorporate cut-over related deliverables in the initial planning phase. Even though consulting methodologies such as ASAP (Accelerated SAP), recommend scattered, project-specific deliverables useful for cut-over planning, this publication offers an integrated approach on how to prepare systematically for a project-specific cut-over with all required deliverables. The framework provided maps out ITIL’s release and deployment process by means of IT projects; furthermore it allows IT projects to interface easily with the ITIL change-management process.

Assessing the challenges of managing product design change through-life

ABSTRACTWhole-life support for complex products requires coordinated action. Existing shortcomings of the design change management process currently operated within key UK engineering sectors are identified and discussed. The challenges that must be met in order to better satisfy the need for accurate product information across an integrated supply chain are presented. The role that information technology must play in achieving greater efficiency is developed. Recommendations are made in the form of 10 requirements to guide future design change management strategies. It is intended that implementation of these requirements will enable and improve the provision of product-related information so that it more accurately reflects the current configured status of the products. The aim is to facilitate and support enhanced product maintenance, effectiveness and utilisation.

Framework for Integrating Software Project Tasks and Change Requests

of the software projects may deviate from their original plans during the Software Life Cycle in the organization. This deviation typically results from the changes that happed and the project manager depends on his experience to estimate the effects of the change. This may affect the duration and budget of the project. It is important that the software project should not deviate or crash according to the estimated deadline. Thus any change should be estimated and discussed before implementation. In this paper will introduce a framework that integrates the Software Project Management (SPM) with Software Change Management (SCM) to achieve the following objectives: Firstly, optimizing the Change Management Process in a project and track the whole Change Requests. Secondly, monitoring if the software project finished early by revising the project plan w.r.t the actual schedule to shrink the project deadline. And execute the consequences processes according to finish early. Thirdly, the actual results with performance will be tracked against the project plan and any variances should be analyzed. In addition, facilitating distribution of tasks (Change Requests) and availability of information. Finally, providing more control over a project when the technical issues can be raised and turned to managerial issues to take corrective actions if: the project takes more time, the project takes more cost or both of them

Change Propagation Analysis and Prediction in Process Choreographies

Business process collaborations among multiple partners require particular considerations regarding flexibility and change management. Indeed, each change or process redesign originated by a partner may cause ripple effects on other partners participating in the choreography. Consequently, a change request could spread over partners in an unexpected way with relevant costs due to its transitivity (e.g. in supply chains). In order to avoid costly negotiations or propagation failures, understanding this behavior becomes critical. This paper focuses on analyzing the behavior of change requests in process choreographies, i.e. the change propagation behavior. The input data might be available in two different formats, i.e. as change logs or change propagation logs (CPs). In order to understand the data and to explore potential analysis models and techniques, we employ exploratory data analysis as well as analysis techniques from process mining and change management to simulation data. The results yield the requirements for designing a mining algorithm that derives the propagation behavior behind change logs. This algorithm is a memetic algorithm that is based on different heuristics. Its feasibility is shown based on a comparison with the other mining techniques.

Driving Change—Not Just a Walk in the Park: The Role of the Nurse Champion in Sustained Change

If the one constant in professional nursing is change, then change management becomes significant to nurse leaders. Nurse leaders must focus on managing change to achieve desirable patient outcomes and promote the success of their staff. A leader's personal response to change can be a defining leadership trait, either positive or negative. As nurse leaders develop change management skills, they are able to assist staff in navigating clinical practice changes and professional development. 1 Change models are widely recognized to provide a useful framework in the change management process. 2 This article describes one hospital's experience in navigating a major practice change by using Kotter's 8-step change model as implemented by designated nurse champions.

Using a 360° Feedback Evaluation to Enhance Interprofessional Collaboration

The enactment of the Patient Protection and Affordable Care Act (ACA) created limitless opportunities for change and leadership in the U.S. healthcare system.1 Nurse leaders are responsible and accountable for improving patient safety, increasing patient satisfaction, and decreasing cost while simultaneously creating a supportive, healthy work environment for their nursing staff. With the ever-changing healthcare landscape, nurse leaders must be able to create a common vision among teams and facilitate safe and improved patient outcomes across the continuum of care. Leadership is a crucial factor in nurse and patient outcomes and ultimately in the success of healthcare organizations.2 Furthermore, transformational leadership competencies of nurse leaders are essential for managing change processes effectively and delivering high-quality care within healthcare organizations.3 An effective and efficient way to assess and develop transformational leadership competencies is to use 360° feedback. Transformational leaders look for pathways to foster and enhance communication within their teams and the organization. Although providing feedback is important, it is also necessary for leaders to receive feedback from their teams regarding their performance as leaders. By receiving feedback, especially 360° feedback, leaders can better address the needs of their subordinates. Transformational leaders focus on the greater good of the organization by using interprofessional feedback because it allows a pathway for higher team performance.

Engendering Change within a Water Infrastructure Client Organisation: A Participatory Action Research Approach

Continuing demands by stakeholders for improved service delivery has caused Infrastructure Client Organisations (ICO) in the UK to embark upon organisational restructuring. It is expected that such restructuring would enhance cost-effectiveness and quality in asset management and service delivery. However, this change, if not properly managed and sustained, could result in the inability of the ICO to achieve these targets. This study outlines the use of systemic thinking and Participatory Action Research (PAR) in driving and managing such change within a UK-based Water and Wastewater ICO (UK WASC). Besides highlighting the context for change in response to policy, austerity and regulatory pressures, this study portrays how the PAR approach can assist in the management of change within ICOs. Furthermore, it provides an insight into the evolution of an external researcher, from novice to expert within the ICO, imbued with the required knowledge to encourage other stakeholders to participate in driving the change management process. Preliminary findings indicate the usefulness of this phased approach toward PAR. This study provides a platform for researchers wishing to engage with ICOs to improve service delivery, identifying the value of engagement, change and systemic thinking.

Sustainability Reporting in Higher Education: Interconnecting the Reporting Process and Organisational Change Management for Sustainability

Although there has been a considerable increase in the publication of sustainability reports in the corporate world in the last decade, sustainability reporting in higher education institutions is still in its early stages. This study’s aim was to explore the relationship between sustainability reporting and organizational change management for sustainability in higher education. A survey was sent to higher education institutions worldwide that have published sustainability reports in the last ten years. The survey was answered by 23 institutions out of a total of 64. The findings showed that sustainability reporting has been predominantly driven by internal motivations, and that the sustainability reporting process leads to incremental changes, such as an increase in awareness of sustainability and improvements in communication with internal stakeholders. Some factors impeding change are the absence of an external stakeholder engagement process, the lack of inclusion of material impacts in reports, and the lack of institutionalization of sustainability reporting in the higher education system. The paper proposes that higher education institutions need to consider sustainability reporting as a dynamic tool to plan sustainability changes, and not just as a communication activity.

Trust influencing factors in main contractor and subcontractor relationships during projects

Trust is crucial for achieving optimum benefits from supply chain integration and collaboration in the construction sector. Yet relationships between main contractors and subcontractors continue to be influenced by issues that promote vicious circles of distrust. This research investigates the trust influencing factors in main contractor–subcontractor relationships on projects. Empirical data was gathered from across four case studies through semi-structured interviews, non-participant observations and document reviews, and analysed using thematic analysis. Findings revealed that the change management process, economic climate, payment practices, perceptions of future work opportunities, job performance and the project-specific context influence trustfulness and trustworthiness of the different parties. The findings also imply that stronger trust in the main contractor's supply chain can only be realised and sustained through promotion of trustworthiness-induced rather than benefit-induced trustfulness.

An Overview of the Change Management Process and Examples of Software to Help Organizations Effectively Manage Change

AbstractEvery organization undergoes change on a continual basis and must understand how to manage the change process. This article overviews change management and discusses software packages and other tools that can help organizations manage the inevitable changes which occur frequently. It also examines risks and control objectives associated with change. It concludes that organizations often overlook proper change management techniques and can benefit by the ideas discussed in this article.

The Reasoning for Methodical Instruments of Evaluation of Organization Readiness, Possibility and Necessity to Implement the Organizational Changes

Organizational change implementation at the industrial enterprise is a complex task with multiple choice of decisions and with the demand to do a lot of preliminary work before starting the changes. On the basis of the empirical research about the specific characteristics of change implementation process and the existing approaches of assessment of enterprise readiness to changes the authors developed methodological instruments of integral assessment of organization readiness, possibility and necessity to implement the changes. The basic parameters of this assessment method were formed by the parameters of external environment comfort assessment, ability to implement the changes (staff resistance level), development potential level, level of changes implementation necessity. The object of the research is organizational and economic relationship appearing during change management process. The goal of the article is to offer the new assessment instrument for decision making process in change management.

Teaching and learning in an era of time-based access targets: Impact of a new model of care on junior medical officers.

Teaching and learning in an era of time-based access targets: Impact of a new model of care on junior medical officers.