scholarly journals Chapter 4 Personality, affect, and organizational change: a qualitative study

2010 ◽  
pp. 85-112 ◽  
Author(s):  
Roy K. Smollan ◽  
Jonathan A. Matheny ◽  
Janet G. Sayers
Keyword(s):  
Organizational Change ◽  
Qualitative Study

Perceived Job Demands: A Qualitative Study of Stress in Healthcare Workers after Organizational Changes

2021 ◽  
Author(s):  
Masoume Zeinolabedini ◽  
Alireza Heidarnia ◽  
Ghodratollah Shakeri Nejad ◽  
Mohammad Esmaeil Motlagh
Keyword(s):  
Health Care ◽  
Organizational Change ◽  
Qualitative Study ◽  
Occupational Stress ◽  
Job Insecurity ◽  
High Stress ◽  
Job Demands ◽  
Study Data ◽  
Primary Health Care System ◽  
The Impact

Abstract BackgroundHealth care workers (HCWs) are at risk for occupational stress. The negative effects of stress HCWs subsequently affect the quality of their job performance. Since 2014, there have been extensive changes in the primary health care system in Iran. Because evidence has shown that organizational change can cause stress in employees, this study was designed and conducted to explore the perceived job demands by HCWs in primary care centers after extensive organizational change.MethodA qualitative study was designed with a content analysis approach. Study data were collected through 11 semi-structured individual interviews and a focus group with HCWs.ResultsParticipants reported high stress at work. They reported various factors as stressful job demands. These factors included: organization's supervisory function (Weakness of the monitoring process, Unfair policies, Apply regulatory pressure), Role features (Role load, Role conflicts, Role ambiguity(,Workload )High workload, Not having time, Great variety of tasks), job insecurity (Lack of job security due to employment status, Concerns about payments, Lack of physical security, Uncertain job future), Working with clients (Different characteristics of clients, Harassment of clients to achieve their expectations, Tensions in client relationships, Lack of knowledge of clients about health care work instructions), Perceived job content (Annoying work with different units of the organization, Monotonous and repetitive tasks, Meaningless tasks, No attractive and no excitement).ConclusionCurrently, HCWs working in health centers are faced with various stressful situations. Most of the factors identified in this study overlap in increasing stress. The impact of workload and organizational oversight on occupational stress seems to be more pronounced. Given the important role of HCWs in promoting health, the design and implementation of effective interventions by policymakers to control stress in HCWs is essential.

scholarly journals Follower perceptions of the emotional intelligence of change leaders: A qualitative study

Leadership ◽  
2011 ◽  
Vol 7 (4) ◽  
pp. 435-462 ◽  
Author(s):  
Roy Smollan ◽  
Ken Parry
Keyword(s):  
Emotional Intelligence ◽  
Organizational Change ◽  
Qualitative Study ◽  
Qualitative Data ◽  
Change Leadership ◽  
Qualitative Investigation ◽  
Change Leaders ◽  
Follower Perceptions ◽  
The Impact

We present and explore a follower-centric model of how employees perceive the emotional intelligence (EI) of change leaders. Qualitative investigations of EI are rare and have not explored the field of organizational change leadership. Accordingly, we analyse qualitative data from a series of interviews set within the context of organizational change. We examine follower attributions about the abilities of their leaders to manage and express their own emotions and to respond appropriately to the followers’ emotions. The findings reveal that the ways in which leaders deal with emotion might be the key to followers sharing their own emotions with them. The impact of perceived leader EI on follower responses to change is also discussed. The complexity and ambivalence of our participants’ perceptions of the EI of their change leaders highlight the utility of a qualitative investigation.

Organizational Change Associated With DPT Curricular Transformation: A Qualitative Study of Faculty Experiences in One Program

2020 ◽  
Vol 34 (3) ◽  
pp. 215-226
Author(s):  
Kelly Macauley ◽  
Diane U. Jette ◽  
Janet Callahan ◽  
Tracy J. Brudvig ◽  
Pamela K. Levangie
Keyword(s):  
Organizational Change ◽  
Qualitative Study ◽  
Faculty Experiences ◽  
Curricular Transformation

Does the Organizational Change Induced by the Pre-Implementation of an IS Proceed as a Planned Process?

2021 ◽  
pp. 219-232
Author(s):  
Amira Sghari ◽  
Jamil Chaabouni ◽  
Serge Baile
Keyword(s):  
Organizational Change ◽  
Qualitative Study ◽  
Conflicts Of Interest ◽  
Implementation Process ◽  
The Political ◽  
Processes Of Change

The pre-implementation process of an IS is characterized by procedures of selection and evaluation, which is rather in a pattern of change in a planned process. However, the research on organizational change gave rise to several approaches according to which, the change can be explained by other processes (political, interpretative, incremental, and complex). For this research, the authors seek to study the process of pre-implementation of an IS in order to check whether it pursues a planned process, or the observed change may also have characteristics of other explanatory processes of change. To this end, a qualitative study by case study is conducted in Basic Bank. The results show that change during the process of pre-implementation of the IS is explained not only by the planned process but also by the political and interpretative process. Based on this result, it is recommended to practitioners who wish to lead a change within their organizations to envisage the managerial actions from the outset of the project in order to reduce the potential conflicts of interest between actors.

The multi-dimensional nature of resistance to change

2011 ◽  
Vol 17 (6) ◽  
pp. 828-849 ◽  
Author(s):  
Roy K Smollan
Keyword(s):  
Organizational Change ◽  
Qualitative Study ◽  
Resistance To Change ◽  
Behavioural Response ◽  
Academic Literature ◽  
Hierarchical Levels ◽  
Different Levels

AbstractResistance to organizational change has too often been portrayed in a limited way, usually as a negative behavioural response of first-level employees. While the academic literature has identified a number of dimensions of resistance, it has not assembled them in one study. Therefore, the aims of this article are firstly to explore resistance to change as a more complex multi-dimensional concept, secondly to examine how actors at various hierarchical levels react to organizational change and thirdly how they construct the meaning of the term resistance. The findings of a qualitative study shed considerable light on the range of ways in which change participants at different levels reacted to a change and how they interpreted their own responses and those of others.

The multi-dimensional nature of resistance to change

2011 ◽  
Vol 17 (6) ◽  
pp. 828-849 ◽  
Author(s):  
Roy K Smollan
Keyword(s):  
Organizational Change ◽  
Qualitative Study ◽  
Resistance To Change ◽  
Behavioural Response ◽  
Academic Literature ◽  
Hierarchical Levels ◽  
Different Levels

Abstract Resistance to organizational change has too often been portrayed in a limited way, usually as a negative behavioural response of first-level employees. While the academic literature has identified a number of dimensions of resistance, it has not assembled them in one study. Therefore, the aims of this article are firstly to explore resistance to change as a more complex multi-dimensional concept, secondly to examine how actors at various hierarchical levels react to organizational change and thirdly how they construct the meaning of the term resistance. The findings of a qualitative study shed considerable light on the range of ways in which change participants at different levels reacted to a change and how they interpreted their own responses and those of others.

The Personal Costs of Organizational Change: A Qualitative Study

2015 ◽  
Vol 39 (1) ◽  
pp. 223-247 ◽  
Author(s):  
Roy K. Smollan
Keyword(s):  
Organizational Change ◽  
Qualitative Study ◽  
Personal Costs

scholarly journals Evolving emotional experiences following organizational change: a longitudinal qualitative study

2015 ◽  
Vol 10 (2) ◽  
pp. 105-133 ◽  
Author(s):  
Fay Giæver ◽  
Roy K. Smollan
Keyword(s):  
Organizational Change ◽  
Qualitative Study ◽  
Emotional Reactions ◽  
Emotional Experiences ◽  
Content Type ◽  
Emotional Change ◽  
One Year ◽  
Reactions To Change ◽  
Insight Into ◽  
Collection Methods

Purpose – There is a lack of qualitative longitudinal studies in the literature exploring the complexity and dynamism of affective experience during phases of organizational change. The purpose of this paper is to explore the nature and intensity of emotional reactions to change and the contextual triggers that made them vary. Design/methodology/approach – In total, 11 nurses in a Norwegian public hospital were interviewed at three points in time about a change in technology, one month prior to implementation, three months after implementation and one year after implementation. They were asked to reflect “forwards” and “backwards” about their emotional experiences to the technical change in particular and to other changes occurring at work. Findings – The informants reported mixed emotional experiences to change at all three interviews. Emotion terms such as “uncertainty”, “joy” and “resignation” were reported at all times, “anxiety and “excitement” were only reported at Times 1 and 2 whereas “frustration” and “cynicism” were only reported at Times 2 and 3. Research limitations/implications – A larger group of informants would have produced greater insight into the evolving emotional change experiences. Further research could explore other contexts and a wider range of data collection methods. Originality/value – This is a rare qualitative study of emotional change experiences where the informants were interviewed three times.

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