Effects of Organizational Change on Work-related Empowerment, Employee Satisfaction, and Motivation

2009 ◽  
Vol 33 (2) ◽  
pp. 116-124 ◽  
Author(s):  
Liisa Kuokkanen ◽  
Tarja Suominen ◽  
Eeva Härkönen ◽  
Marja-Leena Kukkurainen ◽  
Diane Doran
Keyword(s):  
Organizational Change ◽  
Employee Satisfaction ◽  
Work Related

A postgraduate capstone project: Impact on student learning and organizational change

2021 ◽  
pp. 095042222110365
Author(s):  
Gordon R. Elwell ◽  
Thad E. Dickinson ◽  
Michael D. Dillon
Keyword(s):  
Organizational Change ◽  
Adult Students ◽  
Graduate Program ◽  
Common Component ◽  
Work Related ◽  
Academic Knowledge ◽  
Capstone Courses ◽  
Capstone Project ◽  
The Usa ◽  
Capstone Projects

The capstone course serves to integrate accumulated knowledge with a culminating experience or project and is a common component in undergraduate and graduate programs. The research on capstones courses shows that many capstone experiences or projects involve students working with outside clients, such as local businesses and organizations, to solve problems or develop new projects or campaigns. Such capstone experiences or projects seek to offer students real-world, career-building experience, while the clients seek to benefit from the learned academic knowledge of the students. Where the literature is scarce on client-based capstone projects is when the client is the student’s employer or career-related organization. A graduate program in administration at a public Midwestern university in the USA offers a different approach to the student–client model by requiring a degree-culminating capstone project that challenges adult students to apply their learned knowledge to solve administrative problems not for an outside client but at their place of employment or career-related organization. The researchers surveyed 66 alumni and interviewed 6 on how the capstone project had benefited their work-related learning and its impact on their employer or career-related organization. Students perceived an improvement in their ability to define and analyze administrative problems in their workplace, while the employers or organizations which implemented the project recommendations experienced positive organizational change. This case study contributes to the literature on capstone courses by examining the relevance of a work- or career-related capstone project to students and their workplace.

Perceived Organizational Change and its Connection to the Work-Related Empowerment

2011 ◽  
Vol 31 (1) ◽  
pp. 4-9
Author(s):  
Tarja Suominen ◽  
Eeva Härkönen ◽  
Sirkku Rankinen ◽  
Liisa Kuokkanen ◽  
Marja-Leena Kukkurainen ◽  
...  
Keyword(s):  
Organizational Change ◽  
Work Related

Women bus drivers and organizational change

2015 ◽  
Vol 28 (1) ◽  
pp. 117-133 ◽  
Author(s):  
Manuel Sanchez de Miguel ◽  
Izarne Lizaso ◽  
Maider Larranaga ◽  
Juan Jose Arrospide
Keyword(s):  
Organizational Change ◽  
Interpretative Phenomenological Analysis ◽  
Structured Interviews ◽  
Northern Spain ◽  
Bus Drivers ◽  
Traditional Role ◽  
Content Type ◽  
Work Related ◽  
Bus Driver ◽  
Urban Bus

Purpose – The purpose of this paper is to discuss the gender practices of a female urban bus driver who retired after 40 years (1967-2007) in an urban bus company in northern Spain. The main objective of this study was to explore and understand the move from irreflexive to reflexive practices from a gender perspective, and to uncover new key aspects relating to the influence of women in organizational changes. Design/methodology/approach – This qualitative exploratory study (interpretative phenomenological analysis (IPA)) contains semi-structured interviews which explore, using a process of analytic induction, the personal- and work-related experiences of a woman who was a pioneer in the traditionally male-dominated field of urban bus services. In order to obtain a broader overview of the organization, and using the same method, four other female bus drivers from the same company were also interviewed, along with the personnel manager. Findings – Three different situations are presented. The first summarizes the woman’s personal motivations and hesitations during the 1960s regarding her decision to become a bus driver, occurring during her adolescence and pre-professional phase; the second illustrates the organizational and social reactions triggered by the (visible) presence of a lone woman in a traditionally male professional environment (resistance); and finally, the third situation shows the empowerment and organizational change which occurred, focussing on the possible deconstruction of the masculine hegemony at the heart of the organization. Originality/value – The IPA points to a new level of visibility of this transgressed traditional role, which combined both individual and collective actions. Her experiences recount how she overcame individual, organizational and social barriers. The authors suggest a new interpretation of this visibility, enabling us to imagine gender practice as an intersection of people, organizational change and society.

Effective Tools for Improving Employee Feedback during Organizational Change

2021 ◽  
pp. 432-448
Author(s):  
Tanja Sedej ◽  
Gorazd Justinek
Keyword(s):  
Organizational Change ◽  
Empirical Data ◽  
Employee Satisfaction ◽  
Internal Communication ◽  
Communication Tools ◽  
Constructive Feedback ◽  
Selection Of

Feedback is the fastest and most effective way for organizations to make improvements or get things back on track. Prompt and constructive feedback is strongly linked to employee satisfaction and productivity, and can increase both. During times of change when employees want to be heard and feel involved, it is even more important that the optimal internal communication tools for managing employee feedback are selected. This article tackles these questions and provides fresh empirical data on the selection of internal communication tools in general, with focus then devoted to managing feedback during change from the perspective of a professional communicator. The data evaluated and analyzed was gathered on the basis of research carried out in 2014 among 105 professional communicators of large and medium-sized companies, and was then compared with the results of similar research conducted in 2012.

Effective Tools for Improving Employee Feedback during Organizational Change

2017 ◽  
pp. 261-276
Author(s):  
Tanja Sedej ◽  
Gorazd Justinek
Keyword(s):  
Organizational Change ◽  
Empirical Data ◽  
Employee Satisfaction ◽  
Internal Communication ◽  
Communication Tools ◽  
Constructive Feedback ◽  
Selection Of

Feedback is the fastest and most effective way for organizations to make improvements or get things back on track. Prompt and constructive feedback is strongly linked to employee satisfaction and productivity, and can increase both. During times of change when employees want to be heard and feel involved, it is even more important that the optimal internal communication tools for managing employee feedback are selected. This article tackles these questions and provides fresh empirical data on the selection of internal communication tools in general, with focus then devoted to managing feedback during change from the perspective of a professional communicator. The data evaluated and analyzed was gathered on the basis of research carried out in 2014 among 105 professional communicators of large and medium-sized companies, and was then compared with the results of similar research conducted in 2012.

The Role of Leaders in Facilitating Healing After Organizational Trauma

2017 ◽  
pp. 318-340 ◽  
Author(s):  
Lynda Byrd-Poller ◽  
Jennifer L. Farmer ◽  
Valerie Ford
Keyword(s):  
Organizational Change ◽  
Professional Identity ◽  
Employee Engagement ◽  
21St Century ◽  
Well Being ◽  
Background Information ◽  
Leader Behaviors ◽  
Work Related ◽  
Organizational Trauma

Effective 21st century organizations build cultures that adapt to an unpredictable and changing environment. However, organizational change can be traumatic. This chapter endeavors to make a contribution to knowledge about organizational trauma and leader behaviors - specifically what leaders can do when there are signs of trauma in the organization due to organizational change. Trauma is a psychosocial response to a perceived or actual event beyond one's control that results in personal feelings of overwhelming helplessness. Moreover, this chapter will examine how leader behaviors influence employee engagement and professional identity. The chapter provides background information about employee engagement in general and its positioning inside a broader framework called work-related well-being. The authors also link professional identity to the trauma of organizational change.

Organizational change and work-related empowerment

2007 ◽  
Vol 15 (5) ◽  
pp. 500-507 ◽  
Author(s):  
LIISA KUOKKANEN ◽  
TARJA SUOMINEN ◽  
SIRKKU RANKINEN ◽  
MARJA-LEENA KUKKURAINEN ◽  
NINA SAVIKKO ◽  
...  
Keyword(s):  
Organizational Change ◽  
Work Related

scholarly journals Effect of Training and Development on Employee Satisfaction: A Case of the Judiciary of Kenya

2021 ◽  
Vol 1 (3) ◽  
pp. 661-67
Author(s):  
Joseph Ouma Osewe ◽  
Jarso Yusuf Gindicha
Keyword(s):  
Employee Satisfaction ◽  
Survey Design ◽  
Training And Development ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Work Related ◽  
Employee Job Satisfaction ◽  
Research Population ◽  
Training Need ◽  
The Relationship

Abstract -The study aimed determining the relationship between training and development and employee job satisfaction in the Judiciary of Kenya. The research used explanatory cross-sectional survey design. The research population consisted of 5,419 judicial officers and staff. Structured questionnaires containing closed-ended questions were sent to all employees via their e-mails. 2,684 employees representing 50% of the population returned filled questionnaires. Statistically this was large enough to render the results permissible and acceptable as a representation of the entire population. This method was preferred because of the large number of subjects, cost, time, and the nature of the topic. The results indicated that training and development has positive correlation with employee satisfaction. Further, training need, training relevance, training work related, and number of trainings are positively correlated to employee satisfaction by 0.705, 0.835, 0.817 and 0.514 respectively. The study shows that training and development could contribute to increase in employee satisfaction.

scholarly journals Book Review: Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness by Frederic Laloux

2016 ◽  
Vol 8 (1) ◽  
Author(s):  
David K. Banner
Keyword(s):  
Organizational Change ◽  
Employee Satisfaction ◽  
Well Being ◽  
Human Consciousness ◽  
Evolutionary System ◽  
Human Spirit ◽  
The World ◽  
Red Tape

<em>Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness</em> is a terrific book for anyone interesting in learning about democratizing and debureaucratizing organizations while increasing profits and employee satisfaction, engagement, and well-being. Though this sounds unrealistic and perhaps a bit Utopian, author Frederic Laloux’s thorough research and in-depth reportage of various exemplar organizations around the world, demonstrate that it can be done—but not by anybody. Like any evolutionary system, the forefront of enlightened organizational change begins with a few who become the models and create the systems and conditions for others to follow—when they are ready. This fascinating resource will inspire everyone who wants to learn about the successful transformation of what were once stultifying, disempowering, red-tape-riven workplaces that crush the human spirit. In <em>Reinventing Organizations</em>, we finally see there is a way out—toward building truly remarkable achievement oriented organizations that help the human spirit thrive.

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