Effects of Organizational Change on Work-related Empowerment, Employee Satisfaction, and Motivation

Abstract

This article reports the results of a longitudinal quantitative study on nurses' views on factors promoting and impeding empowerment and examines the relationship between work-related empowerment and background variables in one hospital. Data were collected using a self-administered questionnaire and analyzed statistically. Nurses gave lowest assessments of promoting factors on the second measurement occasion, a time when the organization was going through major changes. Both job satisfaction and motivation showed a positive relationship with factors promoting empowerment. Organizational changes have a direct effect on the work environment in terms of empowerment and job satisfaction. To cope successfully with changes, special attention must be paid to personnel management. It seems that factors promoting and impeding empowerment can be used to measure effects of organizational changes as well.

The challenge of change in acute mental health services: measuring staff perceptions of barriers to change and their relationship to job status and satisfaction using a new measure (VOCALISE)

“…Staff with positive perceptions of barriers to change will also have high levels of job satisfaction [1]. The two groups were staff with positive perceptions of job satisfaction and staff with negative perceptions of job satisfaction.…”

“…While there is common acknowledgement of the frequency of these changes, there has been little research that addresses how staff working in these services anticipate and respond to innovation [1,2], and none that focuses specifically on acute in-patient wards in the mental health services. An exploration of these issues in the mental health services is important because distinct social processes and contextual features exist here [3].…”

“…In particular, ‘personal resilience,’ characterised by perceived control over proposed changes, optimism, and self-esteem, was a predictor of acceptance to change. Poor job satisfaction was an outcome for staff who were less open to changes ( i.e ., who perceive more barriers) [19], a finding that has been replicated in the wider healthcare literature [1,2]. Poor job satisfaction is not only damaging for the individual, but has organisational consequences as it has been linked to low staff retention [20].…”

Exploring working conditions as determinants of job satisfaction: an empirical test among Catalonia service workers

“…As previous research has shown (de Jonge et al, 2001;Yu, Gu, Zhou, & Wang, 2008 This refers to the evaluation of whether a job provides opportunities for the development of personal abilities and knowledge and if workers can relate their work role to their values or end results other than simply utilitarian ones (to have one's time occupied and to obtain a reward for work completed). Between these two variables (which we deal with as if they were only one), the ability for personal development probably has the most weight (Kuokkanen, Suominen, Harkonen, Kukkurainen, & Doran, 2009;de Jong et al, 2001;Chen & Chen, 2008), but the meaning of work has also found support in the literature (Ritter & Anker, 2002). …”

Relationship Between Organizational Learning and Employees' Empowerment: A Case Study Among Medical Sciences Staff

“…This is because universities are the most important elements of the teaching-learning process in society today (10,11). Therefore, organizational learning is the main way to make knowledge work and improve organizational efficiency, particularly in the education system.…”