The impact of organizational change on the work experiences and perceptions of public sector managers

2000 ◽  
Vol 29 (5) ◽  
pp. 613-636 ◽  
Author(s):  
Les Worrall ◽  
Cary L. Cooper ◽  
Fiona Campbell‐Jamison
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Work Experiences ◽  
Public Sector Managers ◽  
The Impact

Relationship of Personal and Situational Factors to Managers' Expectations of Organizational Change

1996 ◽  
Vol 78 (1) ◽  
pp. 313-314 ◽  
Author(s):  
Thomas J. Naughton
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Situational Factors ◽  
Staff Morale ◽  
Public Sector Managers ◽  
Relationship Of

This is a study of 93 public sector managers' expectations of the effects of rumored changes in policies and operating procedures on their ability to influence program direction and manage staff in their offices. Analysis indicated that managers of smaller offices were more likely to expect a decrease in staff morale than managers of larger offices. The mood factor of nervousness (negative activation) was also related to expectations of decreased staff morale.

Information Technology and Organizational Change in the Public Sector

2013 ◽  
pp. 41-61 ◽  
Author(s):  
Sonal J. Seneviratne
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Public Sector ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Information Technologies ◽  
Organizational Transformation ◽  
The Public ◽  
Information And Communication ◽  
Public Sector Managers

The adoption of Information and Communication Technology (ICT) to organize, integrate, coordinate and manage various activities has become the catalyst for organizational change. The impact of these changes in the public sector have been to change the type of work being performed, demand new levels of productivity and efficiency from those performing the work, and call for a fundamental restructuring of the public sector to reflect the value systems of an information age. The literature on the organizational impacts of Information and Communication Technology have pointed to mixed findings about the success of information technology enabled organizational change, suggesting that the success of such change efforts depends on the combination of technical and social influences. Despite any potential for organizational change in the private sector, information technologies have not been associated with organizational transformation in the public sector. It is suggested that for the public sector to begin reaping the benefits of Information and Communication Technology, public sector managers are going to need to become change agents and manage the change process by managing the technology. <BR>

Evaluating financial performance in local government: maximizing the benchmarking value

2009 ◽  
Vol 75 (1) ◽  
pp. 151-167 ◽  
Author(s):  
José Luis Zafra-Gómez ◽  
Antonio Manuel López-Hernández ◽  
Agustín Hernández-Bastida
Keyword(s):  
Decision Making ◽  
Public Sector ◽  
Local Government ◽  
Financial Performance ◽  
Economic Factors ◽  
Financial Condition ◽  
Factors Influencing ◽  
The Social ◽  
Public Sector Managers ◽  
The Impact

One of the main problems in evaluating financial performance arises in carrying out comparisons between municipalities, as no account is taken of the impact of certain factors of the social and economic environment on the indicators in question. In this study, the concept of financial condition is applied, revealing the influence of such factors, and a methodology is proposed to minimize their effects on the results of the evaluation. The results of applying these to a sample of municipalities in Spain reveal that the model is useful for reinforcing the value of benchmarking between municipalities with similar characteristics. Points for practitioners The use of indicators for evaluating financial performance has advanced considerably in recent years. However, many criticisms have been made by public sector managers concerning the application of such indicators. One of these is that, in many cases, the values measured by different authorities are not comparable, as the services they provide differ significantly. If local authorities were grouped according to the social and economic factors influencing their provision of public services, the evaluations made would be much more effective, facilitating decision-making by supervisory bodies and by municipal managers.

The impact of moderate and major workplace expansion and downsizing on the psychosocial and physical work environment and income in Sweden

2007 ◽  
Vol 35 (1) ◽  
pp. 62-69 ◽  
Author(s):  
Jane E. Ferrie ◽  
Hugo Westerlund ◽  
Gabriel Oxenstierna ◽  
Töres Theorell
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Private Sector ◽  
Work Environment ◽  
Psychosocial Work Environment ◽  
Physical Work ◽  
Psychosocial Work ◽  
Physical Hazards ◽  
Data Limitations ◽  
The Impact

Aims: To describe the effect of organizational change (moderate and major expansion and downsizing) on psychosocial work characteristics, physical hazards, and income in a representative sample of larger workplaces in Sweden. Methods: Annual changes in workforce size for the years 1991—1996 were derived from tax registry data. Work environment characteristics were measured in a sub-set of participants from the biennial Swedish Work Environment Surveys for 1991, 1993, and 1995. Income data were derived from national registries. Results: Not all organizational change resulted in a poorer work environment. The number of beneficial outcomes associated with moderate downsizing and moderate expansion in the public sector outweighed the number of adverse outcomes. However, in the private sector the overall effect of moderate organizational change was a poorer work environment. Major downsizing was associated with a better psychosocial work environment for private-sector men and major expansion with a poorer environment for public-sector women and private-sector men. Otherwise, associations between major organizational change and the psychosocial work environment were mixed across sex and sector, although major organizational change was consistently associated with a greater risk of physical hazards. Low income was associated exclusively with organizational downsizing in the private sector. Conclusions: More research is needed to determine whether the work environment can explain observed associations between organizational change and health. Data limitations prevented the authors from examining this in the present study. Their findings indicate that future research on the work environment should pay more attention to physical hazards.

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