The Organizational Change Process: Its Influence on Competences Learned on the Job

Abstract

This study was developed in a Brazilian court that was subjected to the introduction of e-process, and bears the following objectives: (a) describe the context of changes in terms of planning and perceived risk degree; (b) describe the results perceived after the introduction of the e-process; (c) describe the support to learning and the competences learned during the e-process implementation; (d) identify the links between variables of changing context, support to learning and the competences learned during the introduction of the e-process at the Higher Justice Court. 219 civil servants participated in the study, which used scales of changing context, results of the change of competences and support to learning. Scales were subjected to exploratory factor analysis with robust statistical indexes and three multiple regressions to test the associations between variables. Results pointed out that characteristics of the change process and support to learning affect learned competences.

Efeitos dos atributos do processo de mudança nas atitudes e nos comportamentos dos trabalhadores: um estudo longitudinal em uma organização pública

“…Quando a organização planeja a mudança com antecedência, são fornecidas mais informações às pessoas sobre a iminência da mudança e sua provável duração (Nery & Neiva, 2015;Neiva, Odelius, & Ramos, 2015). Além disso, os empregados tendem a perceber a mudança como menos ameaçadora quando há planejamento prévio para sua implementação (Cunningham, 2006;Devos et al, 2007), influenciando os sentimentos e pontos de vista das pessoas sobre a mudança (Vakola, Tsaousis, & Nikolaou, 2004).…”

“…A influência do planejamento das mudanças organizacionais e o grau de risco percebido pelos empregados nas avaliações sobre o processo de mudança (Cunningham, 2006;Devos et al, 2007;Nery & Neiva, 2015;Neiva et al, 2015) subsidiaram as hipóteses 1 e 2 : H1. A relação entre o planejamento da mudança organizacional e a atitude de aceitação frente à mudança organizacional será positiva e a relação entre as atitudes de temor e ceticismo, negativa.…”

A relação entre atributos, atitudes e bem-estar na mudança organizacional

“…Some factors of the context of change have deserved attention (Oreg, Vakola & Armenakis, 2011), notably studies on to which extent interventions for change are planned (Nery & Neiva, 2015, Kalimo, Taris & Schaufeli, 2003, the organization background regarding change, future perspectives with new change processes (Cunningham, 2006;Devos, Buelens & Bouckenooghe, 2007;Kalimo, Taris & Schaufeli, 2003), intensity of the change process (Cunningham, 2006), frequency of occurrence of interventions, degree of risk of the organizational change (Nery & Neiva, 2015, Devos, Buelens & Bouckenooghe, 2007, degree of imposition of changes by senior management, and support provided to workers (Neiva, Odelius & Ramos, 2015).…”

“…The efforts to plan change in advance make change more predictable, provide more information to people on the imminence of changes and the likely duration of the process of change (Nery & Neiva, 2015, Neiva, Odelius & Ramos, 2015. Moreover, planning change implementation helps workers to perceive the change as less threatening (Cunningham, 2006, Devos, Buelens & Bouckenooghe, 2007, which shapes people's feelings and viewpoints on the change (Vakola, Tsaousis & Nikolaou, 2004).…”

“…Hypotheses 1 and 2 herein assume that the planning of organizational changes and the degree of risk perceived by employees can influence their evaluations about the change process (Nery & Neiva, 2015, Neiva, Odelius & Ramos, 2015, Devos, Buelens & Bouckenooghe, 2007. Planning as attribute of the context can affect the cognitive evaluation and affect that individuals address to this objective (Weinner, 2009).…”