Organizational performance and readiness for change in public sector undertakings

Abstract

The present study makes an assessment of the readiness/resistance to change of employees of State Public Sector Undertakings (SPSUs), compares readiness between executives and workers of SPSUs, employees of SPSUs and Central Public Sector Undertakings (CPSUs), and between employees of Public Sector Undertakings (PSUs) making profits as well as losses. The factors affecting readiness to change were identified from literature. A standard questionnaire was used to explore the factors that contribute to the success/failure of organizational changes. A comparative study of readiness to change among the employees of State and Central PSUs is carried out using statistical measures. The study established that the human factor in the State PSUs of Kerala is less resistant and more favorably disposed to change. The executives of SPSUs are more willing to change than workers. Comparing the readiness to change of employees of SPSUs and CPSUs, the former is found more willing. There is no significant difference in the attitude to change between employees of SPSUs making profits as well as losses. Employees of CPSUs in Kerala that are making losses are more willing and less resistant to change, whereas those making profits are less willing and more resistant to change. The present research makes use of an instrument already developed by a previous researcher in a similar study. Further there is a limitation by the adequacy of samples used. The findings of the present research are of much assistance in developing strategies for the revival of PSUs in Kerala. Resistance to change of employees is alleged to be the militating factor against revival of the PSUs in Kerala. The present study comes out with findings not only to disprove this notion but also that the workers, in general, welcome change.

Scope of Business Process Reengineering in Public Sector Undertakings

“…However, the maladies afflicting Indian PSUs leading to low capacity utilization has been subjected to criticism. Extending this argument to the component level (State level) Mathew, Sulphey & Rajasekar (2014) established that most of the SPSUs in Kerala are poor performers. Reforms are needed to strengthen PSUs that are poorly organized, with irrational decision-making processes, staff mismanaged, weak accountability, poorly designed public programs and poorly delivered public services (Schacter, 2000).…”

Urgensi Faktor Kepemimpinan Dalam Mendukung Efektivitas Organisasi Pada Periode Awal Pandemi Covid-19

“…Hal ini sebagaimana diungkapkan oleh Pham & Kim (2019), Singhapakdi et al (1995), Zahra & LaTour (1987). Kesiapan untuk berubah juga menjadi variabel penting dalam percepatan organisasi beradaptasi (Mathew et al, 2014) dan Caliskan & Isik (2016). Hal ini dapat dipahami mengingat kita akan sama-sama menghadapi situasi transisi menuju new normal.…”

Relationship Between Change Readiness and organizational Performance of Selected organization in Nigeria

“…The results revealed that change management improves the performance of selected organizations. In addition, a positive and significant relationship was found between the commitment of top and middle-level management staff and the implementation of change in selected organizations Matthew, Sulphey and Rajasekar (2014). assessed the readiness and resistance to change of employees of state public sector organizations and compared the readiness between executives and employees of state public sector organizations and central public sector organizations in India.…”