Participant Perceptions of Positive and Negative Influences on Large-Scale Change

Covin, Teresa Joyce; Kilmann, Ralph H.

doi:10.1177/105960119001500207

Cited by 93 publications

(68 citation statements)

References 6 publications

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“…However, whereas mean levels in attitudinal outcomes were higher at the proactive organization, thus supporting Hypothesis 5a, there were, in contrast to Hypothesis 5b, no differences between hospi-tals in the strain variables. As suggested by previous research (e.g., Bean/Hamilton 2006;Covin/Kilmann 1990;Heller et al 1998;Mikkelsen et al 2000), employees' experiences of large-scale change appear to be more positive when management encourages employee participation, a long-term proactive vision for the organization is developed, and there is a wide-spread recognition of a strong business-related need for change.…”

Section: Discussionmentioning

confidence: 71%

Employee Participation in Organizational Change: Investigating the Effects of Proactive vs. Reactive Implementation of Downsizing in Swedish Hospitals

Sverke¹,

Hellgren²,

Näswall³

et al. 2008

German Journal of Human Resource Management: Zeitschrift für Pe

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Whereas employee participation is generally conceived to facilitate implementation of organizational change, only limited research has investigated whether it may reduce the negative effects of downsizing. The present study compares two Swedish hospitals that implemented downsizing in different ways. While there were no major differences in stressors between hospitals, proactive implementation was associated with more employee participation. Moreover, employee participation variables were positively associated with employee work attitudes and well-being at both hospitals. These findings provide insights concerning the importance of a long-term strategic implementation of organizational change. Mitarbeiterbeteiligung im organisationalen Wandel: Die Effekte proaktiver vs. reaktiver Implementierung von Downsizing in schwedischen Krankenhäusern Von Mitarbeiterbeteiligung wird gewöhnlich erwartet, dass sie die Implementierung von organisationalem Wandel unterstützt. Dagegen finden sich nur wenige Untersuchungen zur Frage, ob dadurch die negativen Effekte von Downsizing reduziert werden. Die vorliegende Untersuchung vergleicht zwei schwedische Krankenhäuser, in denen Downsizing auf proaktivem bzw. reaktivem Wege implementiert wurde. Zwar finden sich zwischen den Krankenhäusern keine größeren Unterschiede in den Stressoren, aber bei der proaktiven Implementierung waren die Mitarbeiter stärker beteiligt. Mitarbeiterbeteiligung korrelierte positiv mit Arbeitseinstellungen und Wohlbefinden der Mitarbeiter in beiden Krankenhäusern. Die Ergebnisse geben Hinweise auf die Bedeutung der langfristig-strategischen Implementierung von organisationalem Wandel.

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Section: Discussionmentioning

confidence: 71%

Employee Participation in Organizational Change: Investigating the Effects of Proactive vs. Reactive Implementation of Downsizing in Swedish Hospitals

Sverke¹,

Hellgren²,

Näswall³

et al. 2008

German Journal of Human Resource Management: Zeitschrift für Pe

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“…Studies of effective transformational leaders show how important it is for them to have a clear vision of the destiny of the organization and that they can use this vision to gain the support and confidence of key employees. These actions help to build stability during the change and enhance employee commitment to the organization (Covin & Kilmann, 1990).…”

Section: Discussionmentioning

confidence: 99%

The role of psychological climate in facilitating employee adjustment during organizational change

Martin

Jones

Callan

2005

European Journal of Work and Organizational Psychology

166

125

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The current research tested a theoretical model of employee adjustment during organizational change based on Lazarus and Folkman's (1984) cognitivephenomenological framework. The model hypothesized that psychological climate variables would act as coping resources and predict improved adjustment during change. Two variations of this model were tested using survey data from two different organizational samples: 779 public hospital employees and 877 public sector employees. Confirmatory factor analyses and structural equation analyses were conducted in order to evaluate the models. Results showed that employees whose perceptions of the organization and environment in which they were working (that is, psychological climate) were more positive, were more likely to appraise change favourably and report better adjustment in terms of higher job satisfaction, psychological well-being, and organizational commitment, and lower absenteeism and turnover intentions.Effective management of the psychological transition of employees is integral in the achievement of successful organizational change (Bennett & Durkin, 2000;St. Amour, 2001 The research reported in this article was supported by an Australian Research Council Strategic Partners Industry, Research and Training grant held by V. Callan, C. Gallois, E. Jones, and P. Bordia. Financial support from the Department of Management and the School of Applied Psychology at Griffith University is also acknowledged. In addition, many thanks are due to Stephen Cox for his assistance with the structural equation analyses and Bernadette Watson for her assistance with data collection.Correspondence should be addressed to Dr Angela J. Martin, School of Management, University of Tasmania, Hobart, Australia. Email: Angela.Martin@utas.edu.au EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2005, 14 (3), in higher levels of enthusiasm for future change, providing opportunities for learning and growth. Alternatively, poor adjustment to change is characterized by feelings of threat, uncertainty, frustration, alienation, and anxiety, particularly in relation to issues of job security, status, work tasks, co-worker relations, and reporting relationships (Ashford, 1988). Organizational change is a major source of workplace stress and is associated with a wide range of negative behavioural, psychological, and physiological outcomes (Ashford, 1988;Lokk & Arnetz, 1997;Roney & Cooper, 1997;Schabracq & Cooper 1998). A lack of attention to employees' psychological responses to organizational change is implicated in the failure of change programs (Kotter, 1995) and other important organizational outcomes such as impaired productivity, and increased levels of absenteeism, industrial dispute, and turnover (Eby, Adams, Russell, & Gaby, 2000;Mack, Nelson, & Quick, 1998).Little research attention has been paid to the development and testing of theory-based models of the psychological experiences of employees during organizational change. Such knowledge has important implications for improved chan...

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“…There is little empirical evidence that has revealed which method is more effective. Rather, some empirical works show secrecy and dishonesty to be related to a failure of communication (Colvin and Kilmann, 1990). Scholars also suggest that organizational members may request any information (even negative) regarding change plans (Lewis, 2007).…”

Section: Wwwerciyes-akademiacommentioning

confidence: 99%

Organizational Change and Communication Strategies

Yüksel¹

2015

Akademia

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Despite the popularity of planned organizational change efforts, the failure rates of implementation are as high as 50 to 70 percent. While these efforts are affected by technical issues, the organizations' approach to change, technological capabilities, leadership, assessment, planning, organizational culture and communication strategies are thought to play a more critical role. The central purpose of this study is to examine the role that communication strategies play in the implementation of a popular planned organizational change model known as Compstat. Data were collected in this case study through in-depth interviews and documents, and analyzed with an inductive approach. The study revealed that the role of communication in informing, persuading officers about change and in understanding and addressing sources of resistance was not taken seriously into consideration by change agents. For the most part, communication was regarded as a symbolic activity utilizing one-way, bureaucratic channels (meetings and written orders) and formal language. The end product of this communication strategy was a high level of uncertainty, fear and anxiety and thus resistance of officers to Compstat, who were willing to understand Compstat, change their routines and be a part of this new work environment.

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Participant Perceptions of Positive and Negative Influences on Large-Scale Change

Cited by 93 publications

References 6 publications

Employee Participation in Organizational Change: Investigating the Effects of Proactive vs. Reactive Implementation of Downsizing in Swedish Hospitals

Employee Participation in Organizational Change: Investigating the Effects of Proactive vs. Reactive Implementation of Downsizing in Swedish Hospitals

The role of psychological climate in facilitating employee adjustment during organizational change

Organizational Change and Communication Strategies

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