The Need for Dual Openness to Change: A Longitudinal Study Evaluating the Impact of Employees’ Openness to Organizational Change Content and Process on Intervention Outcomes

Abstract

Introduction: Staff working in healthcare and residential care for older people are continuously required to learn and develop competencies to keep up with medical, technological and social developments. At the same time, they experience a work situation generally characterized by high demands. Workplace interventions aiming to improve competence and work environment have been highlighted as a way to improve working conditions for staff. However, these interventions are complex and challenging to implement, difficult to evaluate and have resulted in mixed effects. Not only the intervention content but also the context and process factors may influence the outcomes of workplace interventions. Yet, although several factors that may influence implementation have been identified, these factors have rarely been linked to the outcomes of such interventions.Aim: The aim of this thesis was to investigate how factors related to the context and implementation process of workplace interventions in healthcare and residential care for older people influenced the implementation and intervention outcomes. Methods:This thesis is based on the evaluation of three workplace interventions. Both qualitative and quantitative methods were used to study the context, process and outcomes. Study I was a workplace learning intervention conducted in three residential care facilities for older people. Six facilities served as a comparison group. The intervention's effect on organizational learning was evaluated using questionnaires at baseline and at 6-and 12month follow-up. Context and process factors influencing outcomes were investigated using semi-structured interviews with line managers on two occasions (6-and 14-month follow-up) and with staff on one occasion (6-month follow-up). Study II was an organizational-level occupational health intervention conducted at a hospital with six departments included in the intervention group and six in a comparison group. Implementation fidelity regarding the two core components in the intervention was evaluated using questionnaires administered to all employees in the intervention departments at 6-month follow-up as well as with an analysis of organizational documents. Context and process factors influencing implementation fidelity were assessed with semi-structured interviews with line managers and key individuals, as well as with questionnaires administered to employees at baseline and at 6-month follow-up. Study III was a workplace learning intervention conducted in 78 primary healthcare centers. Employees' openness to change, concerning both the process and the content of the change, and the work group's openness to the content of change were measured with questionnaires at baseline. These were used to predict two types of outcomes, improvements in competence regarding information and communication technologies (ICT) and the use of acquired competence, which were evaluated using questionnaires administered to all staff at baseline and at18-month follow-up.Results: Both context and process factor...

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“…Successful organizational change can be challenging to accomplish, however, with employees' readiness for change, and accept the change; the change effort will be more effective. Studies proved that employees' acceptance and support of change is critical to achieve the desired organizational change (Augustsson, Richter, Hasson & Schwarz, 2017;Nielsen & Randall, 2012, Miller, Johnson & Grau, 1994Armenakis, Harris & Mossholder, 1993). Past research also demonstrated that employee reactions, attitudes and beliefs about change have substantial impacts on the progress and outcome of the organization (Nielsen & Randall, 2012).…”

Authentic Leadership and Openness to Change in Pakistani Service Industry: The Mediating Role of Trust and Transparent Communication

“…The Result of prior literature has demonstrated that large scale organization change are often disappointing. (Beer & Nohria, 2000) .Employs are not passive recipients in change initiative rather they participate actively in the Change process (Augustsson, Richter, Hasson, & von Thiele Schwarz, 2017). Change process and the outcome are considerably affected by employees attitude behavior and belief (Nielsen & Randall, 2013).…”

“…Specific organizational change is mainly determined by situational variable and other variables such as the perception of an individual, evaluation and experience by change whereas openness to change made up two elements including positive impact towards the change outcomes and followed by proposed change initiative are supported willingly (Miller, Johnson, & Grau, 1994;Wanberg & Banas, 2000).Welcoming attitude toward the change of employees is reflected positively and believing that they are beneficiary of change. It also demands openness to change, only tap on these employees' behavioral intention and psychological prepared to change (Augustsson, Richter, Hasson, & von Thiele Schwarz, 2017). Instead of actual behavioral support of change and In line with that, the theory of planned behavior (Augustsson, Richter, Hasson, & von Thiele Schwarz, 2017).…”

“…It also demands openness to change, only tap on these employees' behavioral intention and psychological prepared to change (Augustsson, Richter, Hasson, & von Thiele Schwarz, 2017). Instead of actual behavioral support of change and In line with that, the theory of planned behavior (Augustsson, Richter, Hasson, & von Thiele Schwarz, 2017). Which state that intention to executes a certain behavior paves the way to guides the following behavior (Ajzen, 1991).As recognized in the literature the International Journal of Human Resource Studies ISSN 2162-3058 2020 readiness of change can be precursor by openness to change (Axtell, et al, 2002;Devos, Buelens, & Bouckenooghe, 2007).…”