Organisational Change and Workplace Stress in Teaching and Learning Settings: Case Study Evidence from a Public Sector University in the UK

Rowlands, Kate; Rees, Christopher J.

doi:10.1007/978-3-319-07434-4_11

Cited by 2 publications

(3 citation statements)

References 24 publications

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“…Participants expressed that there was a lack of support from managers on these issues and an increase in pressure from managers at all levels to hit their individual performance targets. These findings echo those found within the literature, where an increase in demands has been widely found to be a principal source of stress (Rowlands and Rees, 2015;Foy et al, 2019;Badu et al, 2020;Brookes et al, 2013;Cooper, 2012;D'Aleo et al, 2007;Colligan and Higgins, 2006;Clarke and Cooper, 2000). Furthermore, higher levels of workplace stress have been found to be linked to negative health outomces in fire service personnel (Soteriades et al, 2019).…”

Section: Workplace Stresssupporting

confidence: 84%

“…Further research would be useful in identifying whether the findings are transferable and similar to other FRS and other emergency services. However, it is important to note that other emergency services and organisations are experiencing similar pressures and target cultures, and findings from the broader theoretical literature provide support to the findings of this study (Wankhade, 2016;Wankhade and Patnaik, 2020;McCann et al, 2015;Fernet et al, 2015;Rowlands and Rees, 2015). Therefore, it is likely that the broader implications of the findings could be transferable to other organisations and situations.…”

Section: Workplace Stresssupporting

confidence: 72%

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A new front line? Workforce development issues from an evolving fire service

Simcock

2020

IJES

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PurposeOver the past twenty years, the Fire and Rescue Services (FRS) workforce in England has experienced significant developments as part of New Labour's modernisation agenda with the Fire and Rescue Services Act 2004 and the increasing focus on prevention and community safety. Subsequent organisational changes and the introduction of new community safety services dynamically altered the role of fire fighters and introduced new roles into these organisations. The purpose of this paper is to explore the issues relating to an evolving fire service workforce and the tensions present in the development of new professional roles.Design/methodology/approachAn exploratory qualitative critical realist case study approach was undertaken, employing semi-structured interviews and focus groups of employees across one FRS in England.FindingsThe findings of the present study identify several emerging issues from a changing fire service: in particular, the frictions between different aspects of the organisation and the tensions in the development of career “ladders” for non-operational roles.Originality/valueTo the author's knowledge, this is the first paper that examines the issues surrounding the development and evolution of professional roles in community safety aspects within the FRS in England.

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Section: Workplace Stresssupporting

confidence: 84%

Section: Workplace Stresssupporting

confidence: 72%

A new front line? Workforce development issues from an evolving fire service

Simcock

2020

IJES

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“…In an attempt to avoid that both increased workload and greater work stress jeopardize the process of organizational change, educational institutions should provide employees with adequate resources and job control to face the uncertainty which is associated with the event of change (van Emmerik et al, 2009;Rowlands and Rees, 2015). Senior managers play a crucial role for this purpose, assisting employees in adsorbing the challenges raised by organizational change and providing them with adequate resources and support to properly deal with it (Tucker, 2010).…”

Section: Beware Of Side Effects: the Consequences Of Organizational Changementioning

confidence: 99%

Making educational organizations able to change: a literature review

Palumbo

Manna

2019

IJEM

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Purpose Educational organizations have to continuously adapt their structures, processes and practices to meet the evolving institutional and social challenges raised by the external environment. From this point of view, organizational change is a fundamental ingredient of the recipe for success in educational management. The purpose of this paper is to contextualize organizational change to educational institutions, pointing out its determinants, barriers and consequences. Design/methodology/approach A systematic literature review was performed. On the whole, it concerned 330 scientific contributions. Manuscripts were searched in two large citation databases. Tailored selection and inclusion criteria were designed in order to exclusively focus on papers investigating organizational change dynamics in the educational environment. In sum, 41 contributions were included in this literature review. Findings Organizational change in the educational context paves the way for various managerial challenges. First, the internal and external triggers of change should be concomitantly handled, in order to curb isomorphic pressures and steer organizational evolution. Second, specific strategies should be implemented to overcome the barriers to organizational change, including ambiguity and uncertainty. Finally, yet importantly, the side effects of organizational change should be recognized, in an attempt to attenuate their drawbacks on employees’ working conditions. Practical implications Organizational change should be understood as an iterative process, rather than as a circumscribed event. Educational managers should design specific approaches and deploy ad hoc tools to effectively implement organizational change. Originality/value This study attempts to systemize the current scientific literature about organizational change in the field of educational management, illuminating some intriguing avenues for further research.

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Organisational Change and Workplace Stress in Teaching and Learning Settings: Case Study Evidence from a Public Sector University in the UK

Cited by 2 publications

References 24 publications

A new front line? Workforce development issues from an evolving fire service

A new front line? Workforce development issues from an evolving fire service

Making educational organizations able to change: a literature review

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