Editorial Special Issue: The impact of organizational change on public sector employee outcomes

Brunetto, Yvonne; Teo, Stephen

doi:10.1111/1467-8500.12326

Cited by 8 publications

(3 citation statements)

References 18 publications

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“…Across industry and sector, a state of continual change is becoming the new normal for organizations (Brunetto & Teo, 2018; Worley & Mohrman, 2014). Historically, organizational change occurred in waves, with periods of stability in between transformations.…”

mentioning

confidence: 99%

Creating Energy for Change: The Role of Changes in Perceived Leadership Support on Commitment to an Organizational Change Initiative

Ford

Lauricella

Fossen

et al. 2020

The Journal of Applied Behavioral Science

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Leader support is critical for organizational change, yet prior research has examined support as a static construct. Drawing on social learning and change momentum theories, we hypothesized that increases in perceptions of leadership support across the first 2 years of a change effort is related to employee perceptions of positive change at Time 2 and personal commitment to change and organizational citizenship behaviors at Time 3. To test this model, we collected data in 2012, 2013, and 2015 at a state wildlife agency undergoing a large-scale change effort. Across Time 1 and Time 2, perceptions of leader support of the change increased, and this shift was related to perceptions of positive internal and external changes. Changes in perceptions of leader support also indirectly predicted personal commitment to change and organizational citizenship behaviors, mediated by perceptions of positive internal and external changes. Findings substantiate the importance of continual leadership support.

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mentioning

confidence: 99%

Creating Energy for Change: The Role of Changes in Perceived Leadership Support on Commitment to an Organizational Change Initiative

Ford

Lauricella

Fossen

et al. 2020

The Journal of Applied Behavioral Science

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“…Thus, the overarching aim of this paper is to contribute to discussions on how to improve public sector management reform success, by providing an analysis of how programme evaluation failed to become embedded within APS management practice and developing lessons from it that can assist APS leaders seeking to implement evaluation of their performance outcomes as part of the PGPA Act. Reflecting the burgeoning literature on the management of change in the public sector (Barker et al, 2018; Brunetto & Teo, 2018; Buick et al., 2018; Carey et al., 2018; Shannon, 2017), this paper explores whether change management frameworks can help explain the demise of programme evaluation and provide useful lessons for the implementation of evaluation as part of the PGPA Act in the APS.…”

Section: Introductionmentioning

confidence: 99%

Embedding Australian Public Service management reforms: The Secretary could not make it so

2021

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Public sector leaders in the Australian Public Service (APS) can learn from the demise of programme evaluation introduced as part of managing for results reforms, as they implement the evaluation of agency performance outcomes under the Public Governance, Performance and Accountability Act (2013) (PGPA). This paper demonstrates that public sector management reforms require more than top‐down initiation by agency heads and that implementation needs to occur over an extended time frame. Although there has been increased communication of APS agencies’ purpose in annual reports, as required by the PGPA Act (2013), ambiguity continues in relation to how planned performance aligns with performance outcomes. The potential for inertia and resistance to management reforms from middle managers and employees may also re‐emerge where there is insufficient training to develop their skills to conduct performance evaluations; skills shortages and inertia from middle managers and employees may also be more evident in geographically dispersed APS offices. To increase the potential for performance reporting and evaluation reforms to be embedded, central agency and agency public sector leaders need to work together to reinforce the value of these reforms, particularly where government ministers or governments change.

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“…Public sector reforms and new public management triggered widespread changes in many public organisations as well as narrowed the gap in management practices between the public and private sectors in the last three decades. Organisational change is a fundamental theme in many public sector workplaces (Brunetto and Teo, 2018). However, implementing effective change is by no means easy.…”

Section: Introductionmentioning

confidence: 99%

Editorial

Fong¹

2018

PAP

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Editorial Special Issue: The impact of organizational change on public sector employee outcomes

Cited by 8 publications

References 18 publications

Creating Energy for Change: The Role of Changes in Perceived Leadership Support on Commitment to an Organizational Change Initiative

Creating Energy for Change: The Role of Changes in Perceived Leadership Support on Commitment to an Organizational Change Initiative

Embedding Australian Public Service management reforms: The Secretary could not make it so

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