Readiness for change, change beliefs and resistance to change of extension personnel in the New Valley Governorate about mobile extension

Numerous studies have empirically tested the linkage between transformational leadership and employees’ reactions to organizational change. However, no systematic attempt has been made to organize and summarize those findings. Based on a sample of 30 empirical studies that included 39 independent effect sizes and 12,240 participants, this meta-analysis found that transformational leadership exhibited (a) a positive relationship with commitment to change, openness to change, and readiness for change; (b) a negative correlation with resistance to change and cynicism about change; and (c) a nonsignificant correlation with support for change. Moderation analyses showed that in cross-sectional (vs. longitudinal) designs, transformational leadership exhibited a stronger correlation with openness to change and cynicism about change. Using Bass and Avolio’s scale (vs. Podsakoff et al.’s), transformational leadership exhibited a stronger correlation with resistance to change. In the Eastern (vs. Western) cultural context, transformational leadership exhibited a stronger correlation with commitment to change and resistance to change. In low-level (vs. high-level) journals, transformational leadership exhibited a stronger correlation with commitment to change, openness to change, and support for change. This study highlights the value of incorporating transformational leadership theory into the literature on change reactions to obtain a better understanding of how leaders facilitate or hinder organizational change.

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Approaching “Baltimore Is Burning” From a Systems Change Perspective: Role of I-O Psychologists as Change Agents

Industrial and Organizational Psychology ◽

10.1017/iop.2016.56 ◽

2016 ◽

Vol 9 (3) ◽

pp. 565-572 ◽

Cited By ~ 2

Author(s):

Deepshikha (Dia) Chatterjee

Keyword(s):

Police Officers ◽

Racial Bias ◽

Resistance To Change ◽

Change Agents ◽

Systems Change ◽

Readiness For Change ◽

Police Force ◽

Current Crisis ◽

Whole Systems ◽

Different Levels

Policing in United States has been under media and public scrutiny for a while now. The focal article “Baltimore Is Burning: Can I-O Psychologists Help Extinguish the Flames?” (Ruggs et al., 2016) is a critical piece of work that not only sheds light on how racial bias may impact police–citizen interactions but also outlines possible ways in which industrial–organizational (I-O) psychologists can intervene to remedy the situation. Although the call to use evidence-based I-O interventions as levers to facilitate a more effective and unbiased police force is timely, it is critical to acknowledge that the charged environment and the controversial nature of this issue imply that some members of the police force might not accept the suggested interventions at face value. Many police officers are upstanding and hard-working individuals and may see the change interventions as an attack. Thus, before attempting to execute any strategies offered in the focal article, I-O psychologists will have to do significant groundwork from a change management perspective: The current crisis needs to be approached from a whole systems change perspective so that we can (a) understand the factors causing the “flames” and define the problem space comprehensively; (b) understand the type of change we need to effect in response to the crisis, stay closely attuned to the system's readiness for change, and also anticipate resistance to change from different levels of the system; and (c) chart a clear outline of what our role should entail as change agents in helping resolve this crisis. Thus, this commentary complements the focal article by juxtaposing authors’ recommendations against a whole systems change paradigm, questions their implicit assumptions, and recommends that I-O psychologists act as change agents to help police forces define the problem, find solutions, anticipate resistance, and execute interventions at different levels of the policing system.

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Mindset shifts for the Fourth Industrial Revolution: Insights from the life insurance sector

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v19i0.1543 ◽

2021 ◽

Vol 19 ◽

Author(s):

Lynne Molloy ◽

Linda Ronnie

Keyword(s):

Life Insurance ◽

Industrial Revolution ◽

Resistance To Change ◽

Insurance Industry ◽

Empirical Work ◽

Organisational Change ◽

Readiness For Change ◽

Insurance Companies ◽

Fourth Industrial Revolution ◽

Life Insurance Industry

Orientation: The Fourth Industrial Revolution (4IR) challenges organisations to embrace and adapt to a rising wave of technological innovation to remain relevant.Research purpose: Based on the interaction between technology change, the industry as a whole and the perceptions of individuals within organisations, this study explored how South African life insurance companies view the 4IR and how they are responding to the changes prompted by it.Motivation for study: This study sought to establish a baseline for practitioners in the life insurance industry to navigate the 4IR more effectively and for researchers to undertake further inquiry into specific enablers and inhibitors of technology transformation.Research approach/design and method: The study took an exploratory, qualitative approach. Interviews were conducted with 12 organisational leaders, purposively selected from a range of large, medium and start-up life insurers in South Africa. A thematic analysis method was used to analyse the data.Main findings: Four key themes related to organisational change and resistance to change within the industry were found: lack of urgency; lack of agility; partnerships and ecosystems; and abilities of people and leaders.Practical/managerial implications: Managers should recognise the urgency for proactive change, encourage collaborative practices by leveraging ecosystems and forming partnerships and ensure lifelong learning of employees.Contribution/value-add: There is a paucity of empirical work on managerial perceptions of the 4IR and the readiness for change within the life insurance industry. This study contributes to this debate and provided insights on organisational views at a management level.

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With a Little Help From Change Management

Zeitschrift für Arbeits- und Organisationspsychologie A&O ◽

10.1026/0932-4089/a000372 ◽

2021 ◽

Author(s):

Lisa Mlekus ◽

Anna-Lena Kato-Beiderwieden ◽

Katharina D. Schlicher ◽

Günter W. Maier

Keyword(s):

Change Management ◽

Resistance To Change ◽

Readiness For Change ◽

Short Term ◽

Before And After ◽

Small Change ◽

Cooperative Project ◽

Behavioral Resistance ◽

Reactions To Change ◽

And Behavior

Abstract. Change-management activities require extensive interventions, for which small and medium-sized companies often lack the expertise. Thus, we examined whether a short-term intervention could be an innovative approach that affects employees’ attitudes and behavior. In the cooperative project IviPep, a company developed digital tools for its own internal development process. Our intervention was part of the corresponding training and consisted of a 5-minute presentation about prototypical reactions to change and a 45-minute workshop. Employees could voice their concerns, reflect on advantages, and work on potential solutions to address their concerns. Results of a survey before and after the training ( N = 22) showed that the short-term intervention significantly increased readiness for change ( d = 0.72) but did not significantly increase overall attitude toward change ( d = 0.16) or behavioral resistance to change ( d = -0.37), although the effects pointed in the intended direction. Our results indicate that even small change efforts can make a difference.

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The Roles of Organizational Change Management and Resistance to Change in the Modern Business World

Organizational Change Management Strategies in Modern Business - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-4666-9533-7.ch008 ◽

2015 ◽

pp. 143-171 ◽

Cited By ~ 6

Author(s):

Kijpokin Kasemsap

Keyword(s):

Organizational Change ◽

Change Management ◽

Organizational Performance ◽

Resistance To Change ◽

Readiness For Change ◽

Business World ◽

Organizational Change Management ◽

Organizational Resistance ◽

Modern Business ◽

Strategic Goals

This chapter introduces the roles of organizational change management (OCM) and resistance to change (RTC) in the modern business world, thus explaining the theoretical and practical concepts of OCM and RTC; strategies for driving organizational change; the application of sources of organizational resistance and inertia; the obstacles of organizational change; and the management of RTC in modern organizations. OCM and RTC are the essential factors to be considered in any change process, since a proper management of resistance is the key for change success or failure. The importance of OCM and RTC lies in its ability to influence an organization's readiness for change and to identify the level of resistance it expects to meet, and the approach to change it needs to adopt. Understanding the roles of OCM and RTC will enhance organizational performance and achieve strategic goals in the modern business world.

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The Resistance to Change-Beliefs Scale: Validation of a New Measure of Conservative Ideology

Personality and Social Psychology Bulletin ◽

10.1177/0146167219841624 ◽

2019 ◽

Vol 46 (1) ◽

pp. 20-35

Author(s):

Katherine R. G. White ◽

Dakota Kinney ◽

Rose H. Danek ◽

Brandt Smith ◽

Charles Harben

Keyword(s):

Political Ideology ◽

Scale Validation ◽

Resistance To Change ◽

Validity And Reliability ◽

Political Issues ◽

Conservative Ideology ◽

Scale Scores ◽

Potential Applications ◽

Change Beliefs ◽

Cognitive Motivations

The motivated social cognition (MSC) model of conservative ideology posits there are two core facets of conservative political ideology—endorsement of hierarchies and resistance to change. The present research tested the validity and reliability of a scale developed to measure resistance to change. Five studies support the validity, reliability, and factor structure of the Resistance to Change-Beliefs (RC-B) scale. Scores on the RC-B scale correlated with social and cognitive motivations as well as self-identified conservatism. RC-B also predicted more conservative stances on political issues and factor analyses supported the predicted internal structure of the RC-B scale. This provides the field with a validated instrument that avoids problems inherent in previous measures, can be used to test predictions from the MSC model, and has potential applications beyond political psychology.

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A generic change model for the effective implementation of information systems

South African Journal of Business Management ◽

10.4102/sajbm.v27i3.810 ◽

1996 ◽

Vol 27 (3) ◽

pp. 65-70 ◽

Cited By ~ 1

Author(s):

K. E. Jay ◽

D. C. Smith

Keyword(s):

Organizational Change ◽

Information Systems ◽

Change Management ◽

Resistance To Change ◽

Systems Development ◽

Readiness For Change ◽

Successful Implementation ◽

Change Model ◽

Development Environment ◽

Generic Change

This article describes the need for an increased emphasis for change management and how it affects the information systems (IS) practitioner. Computer-based systems have become highly integrated into everyday business activities and the successful implementation of new information technology will depend upon not only the technical strength of the information system but, importantly, the effective management of organizational change. Organizational change issues are identified as planning for change, ensuring appropriate change leadership, creating a readiness for change, managing resistance to change, managing the transition, implementing and evaluating the change. A conceptual change model is derived for use in a systems development environment. This model proposes four main phases: orientation, preparation, implementation and support. Specific activities and deliverables are detailed for each segment. The proposed change model is matched to the Systems Development Life Cycle, showing where change management tasks could be incorporated into an overall project workplan.

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Logo-od: The applicability of Logotherapy as an organisation development intervention

SA Journal of Industrial Psychology ◽

10.4102/sajip.v34i3.388 ◽

2008 ◽

Vol 34 (3) ◽

Cited By ~ 1

Author(s):

Daniel H. Burger ◽

Freddie Crous ◽

Gert Roodt

Keyword(s):

Resistance To Change ◽

Organisational Change ◽

Readiness For Change ◽

Organisation Development ◽

Trigger Event ◽

Post Test ◽

Quasi Experimental ◽

Formed Part ◽

The Relationship

the study investigated the relationship between “resistance to or readiness for change” (ror-change) and “meaning seeking”, and whether a logotherapy-based intervention – Logo-OD – would impact on resistance to change. A quasi-experimental design and various statistical procedures were applied to test formulated hypotheses. of a survey population of 1 637 individuals, 193 and 76 respondents formed part of the pre- and post-test samples respectively. Whereas a signifcant relationship was established between said constructs, no signifcant effect of Logo-OD was observed. These results supported the primary conclusions emanating from the literature: the role of logo-oD is one of a positive trigger event for organisational change.

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The role of organisational climate in readiness for change to Lean Six Sigma

The TQM Journal ◽

10.1108/tqm-04-2017-0046 ◽

2017 ◽

Vol 29 (5) ◽

pp. 666-676 ◽

Cited By ~ 10

Author(s):

Jackie Douglas ◽

David Muturi ◽

Alexander Douglas ◽

Jacqueline Ochieng

Keyword(s):

Six Sigma ◽

Resistance To Change ◽

Lean Six Sigma ◽

Readiness For Change ◽

Average Score ◽

Success Factor ◽

Content Type ◽

Organisational Climate

Purpose The purpose of this paper is to examine the role of organisational climate in readiness for change (RFC) with particular focus on Lean Six Sigma (LSS) and to develop and operationalise an instrument to measure organisational climate to determine the organisational readiness of the Kenya Institute of Management (KIM) to progress to the next stage of the LSS implementation lifecycle. Design/methodology/approach A case study outlining the KIM journey to LSS is described. A quantitative survey was developed based on the ten organisational climate dimensions discovered by Ekvall (1983) and redefined by Lauer (1994). This was then used to measure the climate of the case study organisation. Data were analysed to determine individual perceptions of the climate dimensions within KIM. The average score for each dimension was used to determine overall organisational performance and hence RFC. Findings The generally positive scores across each dimension of the survey indicate that the KIM climate is ready for the next stage of its LSS implementation lifecycle although there may be some isolated pockets (individuals or groups) of resistance to change. However, the range of scores on each dimension indicates that there is disagreement within the survey group about the overall organisational climate. Research limitations/implications The response rate to the climate survey questionnaire was only two-thirds of the total staff at KIM Headquarters and approximately one-fifth of all staff. The views of non-respondents are therefore not known and this may bias the results. Practical implications Since climate influences RFC it is essential that an organisation can measure it to ensure its environment is conducive to the implementation of change generally and LSS particularly. The developed questionnaire is easy to use, easy to analyse and easy to interpret making it an ideal climate measurement instrument. Originality/value Previous papers on LSS concentrate on organisational culture rather that climate as a success factor for LSS implementation. This paper addresses that omission.

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