Uncertainty during Organizational Change: Managing Perceptions through Communication

Allen, James; Jimmieson, Nerina L.; Bordia, Prashant; Irmer, Bernd

doi:10.1080/14697010701563379

Cited by 249 publications

(220 citation statements)

References 31 publications

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“…Communication, or the provision of information, is one of the most important aspects of change in the workplace (Lewis and Siebold, 1998 as cited in Allen et al, 2007). Quirke (1995) takes this further by implying that communication has the role in managing change.…”

Section: Communication In Change Managementmentioning

confidence: 99%

Change communication: the impact on satisfaction with alternative workplace strategies

Bull

Brown

2012

Facilities

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Purpose -Communication is fundamental to the facilities management (FM) role within organisations; especially when the FM department is implementing changes to the workplace. This paper aims to present an evaluation of an instance. Design/methodology/approach -A self-administered online questionnaire was used to collect quantitative and qualitative data. The research focused on responses to satisfaction with the communication methods rather than reviewing the merits of alternative workplace strategies. Findings -Findings included the impact of communication on staff satisfaction levels, the need to provide timely and relevant information and communication via a range of mediums and the need to ensure there was opportunity to participate in meaningful feedback. The key findings are substantiated with existing internal communication and change literature. Originality/value -The research highlights the practical importance of the need to improve communication within the FM industry and especially in change circumstances.

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Section: Communication In Change Managementmentioning

confidence: 99%

Change communication: the impact on satisfaction with alternative workplace strategies

Bull

Brown

2012

Facilities

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“…Research in change management has shown that limited communication can be an important factor when changes are introduced (Proctor and Doukakis 2003). Moreover, the quality of communication influences peoples' openness to change and ultimately determines the effectiveness of change (Allen et al 2007). Inadequate information may have frustrated the non-co-designing students in our study.…”

Section: Conclusion and Discussionmentioning

confidence: 87%

Participatory instructional redesign by students and teachers in secondary education: effects on perceptions of instruction

2010

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Students' perceptions of instruction are important because they direct the learning of students. The fact that teachers have only limited knowledge of these perceptions is likely to threaten the effectiveness of learning, because congruence between interpretations of an instructional intervention is necessary for its optimal use. This study examines participatory design as a strategy for taking student perceptions into account in instructional re/design. Participatory design meetings of groups of teachers and seven co-designing students in a secondary education setting identified changes to improve the regular education process. The results on changes in student perceptions, perceived-desired discrepancy, and teacher-student disagreement showed some improvement for the co-designers but, unexpectedly, limited or even negative effects for the non-co-designing students. Possible causes are discussed. Participatory design seems to have potential for improving education, but further research is needed.Keywords Instructional design Á Participatory design Á Student perspectives How students perceive instruction determines the nature and quality of their learning processes. Instruction does not influence learning directly, but students' perceptions of instruction influence learning and study behavior and eventually learning outcomes (Doyle 1977;Elen and Lowyck 1999;Entwistle and Tait 1990). Additionally, students tend to stick on learning preferences and habits and only use those elements of instruction that are

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“…This is supported and developed by who demonstrate that participation and information create acceptance and support for change and tend to lower levels of anxiety among employees. Similarly, Allen et al (2007) conclude that it is important to connect information with participative strategies to assist in the successful implementation of change.…”

Section: Change Management and Stressorsmentioning

confidence: 99%

“…In doing so we extend established research evidence gathered over the past decade (e.g., Stewart & Kringas, 2003;Allen et al, 2007;Rafferty & Jimmieson, 2010) by providing new and nuanced understanding of change in that positive and negative change is identified, how these connect to information and participation is examined, and in turn how these impact on employee stress, psychological well-being, and job satisfaction are explored. We also illuminate hypocrisy (that we define as pretence of goodness that conceals motives) of managerialist-inspired action during organizational change in a 'discourse of dissemblance' employed by public sector managers.…”

mentioning

confidence: 94%

“…Firstly there is the Social Information Processing perspective (Miller, Johnson & Grau, 1994;Salancik & Pfeffer, 1979) in which the 'need for information' and communication in facilitating change is of key importance (Whelan-Berry & Somerville, 2010). Secondly, there is recent research that connects provision of information to opportunities to participate in change-related decisions (e.g., Allen et al, 2007;Rafferty & Jimmieson, 2010). Thirdly, there is a large body of organizational change research that suggests the best way of developing theory is to examine the connections between antecedents, explicit reactions and change consequences (Oreg, Vakola & Armenakis, 2011).…”

mentioning

confidence: 99%

See 1 more Smart Citation

"Change Initiatives, Stressors, and Job Satisfaction: A Social Information Processing Perspective"

Teo

Pick

Yeung³

2013

AMPROC

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Scholars have argued that it is necessary develop new theoretical perspectives in order to better understand how managers, as change agents in public sector agencies, react to change.This study is a response to this call by adopting a Social Information Processing theoretical lens to investigate the consequences of managerialist-inspired change initiatives on employee outcomes in public sector organizations. Survey data about experiences of change initiatives, participation in change decision making, and provision of change information, changeinduced stressors, and job satisfaction and psychological wellbeing were collected from a cross-sectional sample of 659 public sector managerial employees from agencies across Australia. The dataset was randomly split into a calibration and a validation sample to empirically test a hypothesized model using Partial Least Squares analysis. Statistically significant paths common to the calibration and validation samples showed that public sector agencies implemented flexibility-focus change initiatives that are related to an increase in change-induced stress. There is also evidence to suggest that provision of change information reduced change-induced stressors, but contrary to expectation, participation in change decision-making increased stressors. Overall, the evidence suggests that top management led flexibility-focus change initiatives induces stress, job dis-satisfaction and psychological strain.

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Uncertainty during Organizational Change: Managing Perceptions through Communication

Cited by 249 publications

References 31 publications

Change communication: the impact on satisfaction with alternative workplace strategies

Change communication: the impact on satisfaction with alternative workplace strategies

Participatory instructional redesign by students and teachers in secondary education: effects on perceptions of instruction

"Change Initiatives, Stressors, and Job Satisfaction: A Social Information Processing Perspective"

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