Perceptions Of Organizational Change Research Articles

Employee performance in the context of perceived organisational change: moderated by power distance and collectivism

Employee performance is crucial for organizational success, especially amid organizational change. This study investigates the influence of employees' perceptions of organizational change on their performance, considering the moderating roles of power distance and collectivism. The background of the research underscores the significance of understanding how employees perceive and respond to organizational change initiatives. The purpose is to examine how cultural dimensions, specifically power distance and collectivism, moderate the relationship between organizational change perception and employee performance. Methodologically, a quantitative approach utilizing survey data from employees PT Pertamina EP Cepu Regional 4 Zona 11 is employed. Principal results indicate a significant positive relationship between employees' perceptions of organizational change and their performance, highlighting the disruptive nature of change on employee productivity. Moreover, both power distance and collectivism moderate this relationship, suggesting that cultural values play a crucial role in shaping employee responses to change. Major conclusions emphasize the importance of considering cultural contexts when implementing organizational change strategies to mitigate potential negative effects on employee performance. This study contributes to the field by providing empirical evidence of the interplay between organizational change perception, cultural dimensions, and employee performance, offering valuable insights for practitioners and scholars aiming to enhance organizational effectiveness amidst change.

The Relationship Between Practice Environment Variables and Nurse Manager Perceptions of Workplace Mistreatment to Identify Factors Amenable to Change.

To examine the relationships between practice environment factors and nurse manager (NM) perceptions of workplace mistreatment (WPM). NMs have a unique perspective of business operations and care delivery and can offer insight into how WPM manifests in clinical settings at the leadership level. Researchers used a cross-sectional correlational design using a nonexperimental causal technique. A convenience sample of 139 NMs completed a survey regarding their perceptions of organizational change, the practice environment, and WPM. NMs reported experiencing incivility (98%) and bullying (90%). Approximately 20% variance explained mistreatment by relationships with supervisors and budgeted resources ( F4,134 = 9.16, P = 0.000). Modifiable factors can be identified to prevent or reduce WPM.

Tumult in Higher Education: An Open Systems Perspective of Faculty Reactions to Organizational Change at Christian Universities

Christian higher education has been experiencing frequent transformational organizational change (e.g., downsizing, elimination of departments, technological innovations, addition of majors, etc.). These changes are significantly impacting faculty members. In other contexts, researchers have asserted that organizational change correlates with interpersonal conflict for employees and that such conflict is associated with counterproductive work behaviors (CWBs). If these associations are occurring for faculty members in Christian higher education, the result of CWBs as well as the consequences of conflict could result in lowered faculty engagement levels, turnover intentions, and other typical negative behaviors reflective of these variables in other contexts. Because faculty members in Christian higher education institutions are a vital link to student learning and faith integration within the curriculum, it is important for leaders to understand how change efforts might have unintended consequences that ultimately could undermine change efforts and impact the student experience. We utilized a multivariate analysis of theoretically identified variables related to CWBs, while examining faculty alignment with university values. A cross-sectional survey design assessed faculty (N = 267) perceptions of organizational change, interpersonal conflict, CWBs, and organizational identification at five Christian universities. The results indicated that organizational change was significantly correlated with interpersonal conflict and conflict was significantly correlated with CWBs. Organizational identification revealed an intervening effect on conflict and CWBs. A model applying open systems theory suggested that leaders in Christian higher education must consider the systemic effects of organizational change as they implement change initiatives.

Working in an Adaptive Organizational Culture, is Change Easier to Take?

In seeking to increase our understanding of the effect of organizational change on employee job outcomes, we considered employees’ perceptions of, and attitudes toward, change within the context of organizational adaptability. Employees at three different North American organizations experiencing organizational change completed surveys on their perceptions, attitudes, organizational culture, and job outcomes of job satisfaction, organizational commitment, and turnover intentions (N = 807). Consistent with affective events theory, results revealed that attitudes toward organizational change are positively related to job satisfaction and organizational commitment, and negatively related to turnover intentions. Perceptions of organizational change, which encompass frequency of change and psychological uncertainty, are negatively related to job satisfaction and organizational commitment, and positively related to turnover intentions. Furthermore, an adaptive organizational culture is positively related to job satisfaction and organizational commitment and negatively related to turnover intentions. Interestingly, an adaptive organizational culture moderates the negative relationship between perceptions of organizational change and organizational commitment, such that the relationship is stronger (more negative) for employees with an adaptive (flexible) organizational culture. Implications of these findings for research, theory, and practice on organizational change and job outcomes are discussed.

Organizational changes, trust and information sharing: an empirical study

Purpose While there is relatively plenty of evidence for the positive impact of communication on the perceptions of organizational change, how organizational changes affect information sharing is relatively unknown. The purpose of this paper is to investigate if a favorable perception of ongoing organizational changes has a positive impact on information sharing and whether trust mediates this relationship. Design/methodology/approach A questionnaire (n=317) was administered to the employees of a large Finnish multinational organization. Partial least square structural equation modeling was used to test the hypotheses based on earlier research findings. Findings The results show that a positive perception of recent organizational changes improves information sharing both directly and indirectly, mediated by trust. Consequently, when changes are perceived negatively, employees recoil from information sharing which is known to have negative implications for organizations. Research limitations/implications Data were collected in a single organization. The nature of the specific changes in the studied organization and its particularities undoubtedly had an effect on respondents’ perceptions. Originality/value This paper contributes to organizational information management research by elaborating on the relationship between organizational changes and interpersonal information sharing between employees. To the authors’ knowledge, this is the first quantitative study confirming the impact of the perception of organizational changes on employee information-sharing behavior.

Polri members' Perception of Organizational Change Management

Polri members' Perception of Organizational Change Management

Perceptions of Organizational Change by Different Levels of Student Affairs Administrators

Higher education is a profession constantly experiencing change. Students change, policies change, trends change, leaders change, organizational structures change; the only constant seems to be change itself. Due to the fact that limited research exists on the concept of organizational change as perceived by different levels of student affairs administrators and to develop principles and guidelines for organizational change that parallel the mission of student affairs organizations.

Impact of Transformational Leadership and the Mediating Effect of Employees' Perception of Organizational Change on Affective, Normative and Continuance Commitment

Purpose: The purpose of this research paper is to study the influence of transformational leadership on employees' perception of the change and the impact of the different levels of commitment towards change in a semi-conductor multinational company in Malaysia.
 Design/Methodology/Approach: The partial least squares of structural equation modelling (PLS-SEM) approach was deployed to validate and examine the research theoretical framework, and conduct the hypothesis testing.
 Findings: The result reveals transformational leadership and employees' perception of the changes to be highly predictive of the employees' commitment with regard to the organizational changes. It also indicates that employees' perception of the change has a significant mediating effect on the relationship between transformational leadership and affective, normative, and continuance commitment.
 Implications/Originality/Value: Management must be sensitive to employees' reaction for the change initiatives to be successful and it is noteworthy for management to understand the employees' perception of the changes, support their needs.

Associations between level of services integration and nurses' workplace well-being.

BackgroundTo respond better to population needs, in recent years Quebec has invested in improving the integration of services and care pathways. Nurses are on the front lines of these transformation processes, which require them to adopt new clinical practices. This updating of practices can be a source of both satisfaction and stress. The aim of this study was to gain a better understanding of the relationship between the transformation processes underlying services integration and nurses’ workplace well-being.MethodThis study was based on a descriptive cross-sectional correlational design. The target population included all nurses working in four care pathways in a Quebec healthcare establishment: palliative oncology services, mental health services, autonomy support for the elderly, and chronic obstructive pulmonary disease. In all, 107 nurses took part in the study and completed a questionnaire sent to them. Hierarchical linear regression analyses were used to examine the relationship between level of integration, measured using the Development Model for Integrated Care; nurses’ perceptions of organizational change, measured on four dimensions (challenge, responsibility, threat, control); and nurses’ workplace well-being, measured on three dimensions (negative stress, positive stress, satisfaction), as defined by the Flexihealth model.ResultsNurses in the palliative oncology care pathway, which was at a more advanced level of integration, presented a lower negative stress level and a higher positive stress level than did nurses in other care pathways. Their mean satisfaction score was also higher. More advanced integration was associated with nurses’ feeling less threatened, as well as improved workplace well-being. The perception of threat appeared to be a significant mediating variable in the relationship between level of integration and well-being.ConclusionThe association observed between level of services integration and workplace well-being contributes to a better understanding of nurses’ experiences in such situations. These results provide new perspectives on interventions that could be implemented to remedy the potential negative consequences of these types of transformations.

The impact of cross‐cultural dynamics on change management

PurposeThe purpose of this paper is to introduce a proprietary survey instrument – “ChangeTracking Survey®” – which measures employees' perceptions of organizational change and captures their experiences during the course of change management in their organizations.Design/methodology/approachThe authors present an empirical study of employees involved in change management projects in 146 organizations situated in 27 countries across a variety of industries, nationalities and languages, using robust statistical analysis. Hofstede's work is used as a foundation for understanding cross‐cultural differences in organizations from across the world.FindingsThe paper finds significant differences in certain characteristics of change projects between different nationalities.Practical implicationsThe findings present new and recent knowledge of the cross‐cultural dynamics in change management projects, which would prove useful to change managers throughout the world.Originality/valueThis research is recent and is extensive in its examination of the effects of national cultures on change management initiatives internationally.

Employees' Perception of Organizational Change: The Mediating Effects of Stress Management Strategies

This study explores employees' perception of organizational change and how those perceptions are shaped by trust and stress management strategies. Four hundred and five analyzable surveys were received from employees of four Taiwanese governmental departments undergoing change. These surveys were conducted within the Ministry of National Defense, the Coast Guard Administration, the National Police Agency, and the National Fire Agency. Results showed that organizational change had a significant negative influence on employees' trust and job involvement. However, stress management strategies and an understanding of organizational change can positively influence employees' organizational identification and job involvement. As a result, it is suggested that stress management workshops be instituted within an organization undergoing change in order to provide strategies for stress relief and to improve employees' organizational identification and job involvement.

Relative Deprivation and Social Identity in Times of Dramatic Social Change: The Case of Nurses1

In the present study, an integration of relative deprivation theory and social identity theory is proposed to account for people's reactions to dramatic changes affecting their daily lives. Data collected among nurses (n = 108) indicate that feelings of relative deprivation are influenced by different perceptions of organizational change. Path analysis shows that feelings of social relative deprivation derive from negative changes that are numerous, and that temporal relative deprivation is experienced as a result of negative changes that are rapid. In terms of the link between social identity and relative deprivation, 2 contrasting approaches were tested. Analyses support the view that in‐group identification acts as a precursor, rather than as a consequence, of relative deprivation.

Perceptions of organizational change: A stress and coping perspective.

Few organizational change studies identify the aspects of change that are salient to individuals and that influence well-being. The authors identified three distinct change characteristics: the frequency, impact and planning of change. R. S. Lazarus and S. Folkman's (1984) cognitive phenomenological model of stress and coping was used to propose ways that these change characteristics influence individuals' appraisal of the uncertainty associated with change, and, ultimately, job satisfaction and turnover intentions. Results of a repeated cross-sectional study that collected individuals' perceptions of change one month prior to employee attitudes in consecutive years indicated that while the three change perceptions were moderately to strongly intercorrelated, the change perceptions displayed differential relationships with outcomes. Discussion focuses on the importance of systematically considering individuals' subjective experience of change.

INFLUENCING THE PERCEPTION OF ORGANIZATIONAL CHANGE IN COMMUNITY COLLEGES

The study reported in this paper examined the influence of certain factors on the perception of organizational change in 12 community colleges within a single state community college system. The sample consisted of 510 professional staff who completed an original 71-item survey instrument. Results suggest that the primary areas where change is perceived in significantly different ways include the value of organizational change and the process by which change occurs. A conceptual model was developed based on a review of the literature. Descriptive statistics, factor analyses, and multiple regression were then conducted to explore the efficacy of the model. Overall, the model explained 29% of the variance in the dependent variables. Strategic understanding and years of service were two of the most significant factors influencing the perception of change. Implications for research and practice are discussed to explore insights on critical aspects for understanding and managing organizational change successfully.

Non‐élite employees’ perceptions of organizational change in English local government

This paper deals with the management of complex environmental turbulence and organizational change in English local government. Research has been conducted to assess the perceptions of the strategic élites, chief executives and chief officers, to these change processes. However, no work had been undertaken to assess the extent of support and ownership amongst non‐élite actors, the middle managers and street‐level operatives, in English local authorities towards these élite change strategies. This paper identifies that different management styles do impact upon the roles of these non‐élites in a number of distinct ways. It provides evidence that one of the management styles is more appropriate than the others identified in the paper in terms of effecting successful change management.

A Theory of Formal Organization and Managerial Perceptions of Organizational Change: An Explanatory View

A Theory of Formal Organization and Managerial Perceptions of Organizational Change: An Explanatory View