The impact of change management on the attitudes of Turkish security managers towards change

Abstract

PurposeThe main purpose of this study is to develop an understanding of how managerial methods can be used during the change process to direct employees' attitudes positively towards change. This study also aims to provide considerable implications for the homeland security managers suitable for the applications on the area of homeland security. Paying requisite attention to the attitudes of employees towards change and careful selection of change management methods is considered critical for determining the ultimate success.Design/methodology/approachThe data used in this study were obtained by the questionnaire survey method, analyzed by using a statistics software program, and main findings of the study were evaluated. The last section of this study has a discussion and a conclusion which includes specific evaluations and recommendations regarding the homeland security organizations and their practices in Turkey. Due to the large data set available, only the main findings are presented in this paper.FindingsFindings suggest that the methods used, such as informing the employees about what is going on regarding change, consulting them and maintaining participation of the employees to the change process, have a positive impact on the attitudes of security managers towards change. This means that if an organization complies with the advice of the change literature asserting that the employees should be informed of, consulted and participate in the change from the outset of the process, the employees would probably commit themselves to change rather than resisting it.Originality/valueThe topic of this study is believed to be of vital importance in the area of homeland security organizations of Turkey and other countries in the context of change management for the sake of success in change initiatives. It is hoped that this study will make contributions to the existent literature in that it combines two disciplines, namely, change management and homeland security management, in just one case study. This combination would add considerable insights into the success and/or failure of the change initiatives launched in the organizations of homeland security generally and in Turkey specifically.

Climate, communication and participation impacting commitment to change

“…Affective commitment to change develops when individuals recognize the value of organizational change. The way the organizational change is implemented will strongly influence affective commitment to change (Yilmaz et al, 2013). Providing high-quality change communication, typically defined as accurate, timely and complete information addressing employee concerns (Miller and Monge, 1986;Miller et al, 1994), as well as offering opportunities for participation in decision making are widely recommended strategies to increase involvement and value relevance, and as such impact commitment to change (Armenakis and Bedeian, 1999;Beer and Nohria, 2000;Choi, 2011;Herscovitch and Meyer, 2002).…”

Percepciones de docentes frente al cambio en tiempos de pandemia

“…En la literatura sobre gestión de cambio, varios trabajos (Cardona, 2017;Cardona et al, 2020;Erwin & Garman, 2010;Invernizzi & Romenti, 2012;Jorritsma & Wilderom, 2012;Tang & Gao, 2012;Yilmaz, 2013), mencionan que la capacitación, la comunicación y la participación, son elementos que actúan como facilitadores en un proceso de cambio organizacional, por ello, en este estudio se indagaron estos tres factores.…”

The Moderating Role Of Change Management And Leadership Turnover: A Study Of Performance Accountability In Local Goverment

“…Therefore, the government needs to inform the public regarding the change in strategy and policy through transparency of local financial management. The research results of Yilmaz et al, (2013) explained that transparency plays a role as a means of controlling the performance of the government. In order to realize good governance in relation to the implementation of change management, reform of regional financial management and reform of state finances is required.…”