An Empirical Evaluation of the Relationship Between Human Relations Climate and Readiness for Change

Myklebust, T.; Motland, Karoline; Garnås, Alexander; Bjørklund, Roald; Bjørkli, Cato Alexander; Fostervold, Knut Inge

doi:10.16993/sjwop.74

Cited by 10 publications

(6 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In their review, Rhoades and Eisenberger suggest that supervisor support has been used interchangeably with organisational support and is generally taken to mean attempts to reduce aversive psychological reactions to stressors by providing material aid and emotional support. Myklebust et al (2020) add a further element by proposing that people define organisational support as the organisation being positively or negatively oriented towards employees in helping them (or not) to cope with the demands of the job. In the criminological and police studies literature, earlier work emphasises the link between organisational factors, stress, commitment, job satisfaction and performance (Davey et al, 2001; Shane 2010; Nalla et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

Exploration of individual and work-related impacts on police officers and police staff working in support or front-line roles during the UK’s first COVID lockdown

Brown

Fleming²

2021

The Police Journal: Theory, Practice and Principles

View full text Add to dashboard Cite

An online survey ( N = 2063) of women working either as police officers or non-sworn/warranted police staff addressed personal well-being and work-related factors during the first COVID lockdown in the United Kingdom from March to August 2020. Overall, 59% of all respondents reported being more stressed during the lockdown than they had been previously. A key factor in stress levels was the respondents’ organisational support measured by a computed index of trust, communication, and support (TCS). Those respondents having a positive orientation towards TCS were less stressed than those whose orientation was more negative. Findings differentiated the experience of respondents typed as front-line police officers, front-line police staff, police officers serving in support functions and police staff in support functions. Innovative COVID-19 working arrangements are highlighted as beneficial new practices worth retaining.

show abstract

Section: Introductionmentioning

confidence: 99%

Exploration of individual and work-related impacts on police officers and police staff working in support or front-line roles during the UK’s first COVID lockdown

Brown

Fleming²

2021

The Police Journal: Theory, Practice and Principles

View full text Add to dashboard Cite

show abstract

“…It means that readiness for change must be monitored and facilitated throughout the transformation process. As the current study shows, emphasizing the principles of human relations and organizational support can help build employee change readiness (Myklebust et al, 2020).…”

Section: Readiness For Changementioning

confidence: 78%

Role of Organizational Trust on Readiness for Change Academic Staff University in Facing Higher Education Governance Changes

Erlyani

Hartono

Zwagery

et al. 2022

icebas

View full text Add to dashboard Cite

Universities are currently facing an era where the challenges of the competition are increasingly dynamic and complex. Changes in university governance to become more autonomous are needed so that universities can be competitive and dare to take innovations in education, teaching, and service management. Academic staff, which is one of the university's human resources, must be prepared as the first step for change. Readiness for change is one of the drivers for achieving the effectiveness of organizational change and needs to be reviewed before making organizational changes. During the change process, organizational trust is considered a critical factor to solve risks in the change process. This study aims to determine the role of organizational trust on readiness for change in university academic staff in the face of changes in higher education governance. The sample of this study amounted to 277 academic staff from one of the state universities in South Kalimantan who were selected using simple random sampling. The measuring instrument used is a scale of readiness for change from Holt and organizational trust from Cumming and Bromiley, and both are already adapted. This research was then analyzed using simple linear regression. The results of this study indicate that organizational trust plays an important role in readiness for change in academic staff. Thus, organizational trust needs to be increased and maintained to prepare university academic staff in the face of change.

show abstract

“…Overall, the human relations climate helps in developing positive work relationships and a balance of professionalism among colleagues (Kuenzi, 2008). The human relations model is often referred to as clan culture, where organizations are committed to the employees and facilitate open communication and employee involvement (Myklebust et al., 2020) Overall, the literature guides that the human relations climate improves morale and motivation among employees and encourages employees to share novel ideas, values and practices in organizations (Kirrane et al., 2017; Myklebust et al., 2020; Soumyaja et al., 2018). It has thus been identified as one of the crucial drivers of readiness to change in organizations.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

“…Along with perceived organizational support, the human relations climate is another crucial factor that focuses on creating a conducive social atmosphere where employees are encouraged to participate in decision‐making (Myklebust et al., 2020). Moreover, the human relations climate facilitates the development of employee‐centered culture and leads to a range of individual outcomes for employees such as job satisfaction and high commitment (Cafferkey et al., 2019; Van Esch et al., 2018).…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

How does human relations climate and organizational support affect readiness to change? The mediating role of employee participation and leadership excellence

Mumtaz¹,

Selvarajah

Meyer

2023

Glob Bus Org Exc

View full text Add to dashboard Cite

The emerging competitiveness in the external environment and persistent need for adaptation have led organizations to recognize the essence of successful readiness to change. While individual and organizational outcomes of readiness to change have been discussed in the existing literature, a lack of clarity exists regarding how individuals embrace readiness for change. Using the social exchange theory, this empirical research examines the impact of perceived organizational support and human relations climate on individual readiness for change. The research also incorporates the intervening role of employee participation and leadership excellence for understanding the indirect effects. Hypotheses regarding the relationship between the key variables were tested through a structural equation model on a sample consisting of 284 respondents from managerial‐level employees in organizations from Pakistan. The findings suggested a positive impact of human relations climate on readiness to change. In addition to the direct effects, indirect effects via employee participation and leadership excellence were found to be significant on readiness to change. Based on the findings, theoretical and practical implications of the study along with suggestions for improvement are also elaborated.

show abstract

An Empirical Evaluation of the Relationship Between Human Relations Climate and Readiness for Change

Cited by 10 publications

References 40 publications

Exploration of individual and work-related impacts on police officers and police staff working in support or front-line roles during the UK’s first COVID lockdown

Exploration of individual and work-related impacts on police officers and police staff working in support or front-line roles during the UK’s first COVID lockdown

Role of Organizational Trust on Readiness for Change Academic Staff University in Facing Higher Education Governance Changes

How does human relations climate and organizational support affect readiness to change? The mediating role of employee participation and leadership excellence

Contact Info

Product

Resources

About