Measurement of percieived organizational readiness for change and employees' attitudes toward change in the public sector

Cinite, Inta

doi:10.22215/etd/2006-06527

Cited by 2 publications

(4 citation statements)

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“…Hasil dalam penelitian ini menjelaskan bahwa karyawan yang lebih muda dan karyawan dengan tanggungan yang lebih banyak memiliki tingkat kesiapan yang lebih tinggi untuk menerima perubahan. Cinite (2006) meneliti peran jenis pekerjaan (manajer dan non-manajer) dalam hal kesiapan mereka untuk berubah. Studi ini menemukan bahwa ada perbedaan dalam hal kesiapan karyawan untuk berubah berdasarkan jenis pekerjaan.…”

Section: Demografi Dan Kesiapan Karyawan Untuk Berubahunclassified

Readiness to Change in Higher Education: Do Demographic Differences in Psychosocial Predictors Matter?

Mardhatillah

Rahman

2020

JPS

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AbstrakPenelitian ini bertujuan untuk (1) menguji apakah ada perbedaan demografis dalam kesiapan karyawan di bidang pendidikan tinggi untuk berubah, dan (2) menguji apakah ada perbedaan pada beberapa prediktor psikososial dalam kesiapan mereka untuk berubah berdasarkan latar belakang demografis. Sebanyak 214 tenaga pengajar dan 214 tenaga pendidik telah diambil secara acak untuk berpartisipasi dalam penelitian ini. 34,84% dari responden berada dalam kisaran usia 31-40 tahun, 30,31% pada kisaran usia 41-50 tahun. 20,76% berusia antara 21-30 tahun dan 14,08% berusia 51 tahun ke atas. 64,44% terdiri dari responden wanita sedangkan 35,56% adalah responden pria. Ditemukan adanya perbedaan yang signifikan dalam hal kesiapan karyawan di bidang pendidikan tinggi untuk berubah berdasarkan jenis kelamin dan usia. Karyawan pria dan yang cenderung lebih tua menunjukkan skor kesiapan lebih tinggi. Keterbukaan terhadap pengalaman, dukungan manajemen, dan persepsi kesesuaian perubahan ditemukan signifikan secara statistik dalam memprediksi kesiapan karyawan untuk tenaga pendidik, sementara efikasi perubahan lebih signifikan secara statistik dalam memprediksi kesiapan untuk tenaga pengajar. Spiritualitas juga ditemukan memprediksi kesiapan untuk berubah bagi karyawan dengan usia yang lebih tua bila dibandingkan dengan karyawan dengan usia yang lebih muda. Studi ini dapat berkontribusi dalam merancang intervensi berdasarkan faktor-faktor demografis dan prediktor psikososial yang relevan yang tepat untuk meningkatkan kesiapan berubah pada karyawan di perguruan tinggi. Dengan demikian, inisiatif perubahan organisasi berpotensi bisa diimplementasikan di perguruan tinggi.Kata kunci: Kesiapan karyawan untuk berubah, perbedaan demografi, perguruan tinggi AbstractThe study aims to (1) examine demographic differences in higher education employee's readiness to change, and (2) Identify whether several psychosocial predictors affect higher education employee's readiness to change across different demographic backgrounds. A total of 214 academics and 214 non-academic staff participated in this study. 34.84% of the respondents were in the age range of 31-40 years old, 30.31% in the age range of 41-50 years old. 20.76% were between 21-30 years old, and 14.08% were 51 years and above. 64.44% consists of female respondents, while 35.56% are male respondents. We found that there was a statistically significant difference in the scores of employees' readiness to change based on gender and age. Openness to experience, management support, and perceived appropriateness of change also significantly predicted employees' readiness for change, particularly among non-academic staff. Meanwhile, change efficacy significantly predicted readiness for change among academics. Individual spirituality significantly predicted readiness to change for older employees than younger employees. The study shed light on the possible design for an intervention program in order to enhance employees' readiness to change in the context of the higher learning institution. Org...

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Section: Demografi Dan Kesiapan Karyawan Untuk Berubahunclassified

Readiness to Change in Higher Education: Do Demographic Differences in Psychosocial Predictors Matter?

Mardhatillah

Rahman

2020

JPS

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“…To increase the likelihood of understanding what the outcomes of a proposed design will be, Dorst (2011) proposes that it is not enough to only consider the "what", we must also consider the "how" (p. [522][523] or what needs to happen in order to ensure that a design is implemented effectively. To do this, researchers argue that we need to start learning about how a design fits into the organization as part of the context of design in order to learn how the organization may need to change to make a design a reality and improve our understanding of the factors may affect the success of the design (Cinite, 2006;Hall, 2013;Hetenstein, Platt & Veryzer, 2013;The Design Commission, 2013).…”

Section: Design Is Changementioning

confidence: 99%

“…Formulas are created for different industries and practices (Kitson & McCormak, 1998;Lehman et al, 2002) and different authors propose different lenses with which to explore the organizational change context (Cinite, 2006;Harris, 2017;Holt, Armenakis, Field & Harris, 2007;Shea, Jacobs, Esserman, Bruce & Wiener, 2014;Wiener, 2009). Some of the formulas have elements in common and many have significant differences, making it potentially difficult to know which formula to use, when and have confidence in the results when determining if the organization will be able to change.…”

Section: Is the Organization Ready For Change?mentioning

confidence: 99%

“…It is worth noting at this point, that change readiness in the Canadian Federal Public Service has been explored (Cinite, 2006), however, the author looked specifically at the perceived change readiness of employees, rather than the organization as a whole. This framing is similar to perspectives from Hanapachern (1997) and even Armenakis (Armenakis & Harris, 1993) that focus on the individual's readiness for change rather than the organization's (or system's) ability to change.…”

Section: Point Of Viewmentioning

confidence: 99%

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An Exploration of Factors Related to Design Implementation in the Canadian Federal Public Service

Lovelace¹

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When government organizations are able to turn a good design into something that people can use, the potential for benefit is high. But in order to implement that design, change has to happen.There are theories in change management literature that focus on factors that may determine if the people within an organization, or the organization itself, might be able to make change happen. Given the relationship between design and change, change management theory is likely an important consideration during the design process. This case study examines formulas proposed to explore an organization's ability to change found in change management literature, uses participant inquiry to improve our understanding of factors that may affect the success of design projects within the Canadian Federal Public Service, and aims to find a formula that could be used during the design process to explore factors related to design project success.

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Measurement of percieived organizational readiness for change and employees' attitudes toward change in the public sector

Cited by 2 publications

References 0 publications

Readiness to Change in Higher Education: Do Demographic Differences in Psychosocial Predictors Matter?

Readiness to Change in Higher Education: Do Demographic Differences in Psychosocial Predictors Matter?

An Exploration of Factors Related to Design Implementation in the Canadian Federal Public Service

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