Rather sooner than later: Participatory change management associated with greater job satisfaction in healthcare

PurposeThe lived paid work experiences of two women (a European Canadian-born and a South Asian immigrant) demonstrate how low-quality leader–member exchanges and poor diversity management negatively influence employees' health, job satisfaction and retention during a period of major organizational change.Design/methodology/approachThis paper combined a narrative case study with auto ethnography to examine the lived paid work experiences of the two female authors and identify common patterns of meaning within the data.FindingsThe analysis of personalized accounts demonstrate the damaging results of a failed change management initiative when leaders did not follow an organizational change model and used an authoritarian leadership style. Further, the low-quality leader–member exchanges and poor diversity management reduced authors' feelings of inclusion and negatively impacted their emotional and physical health, job satisfaction, and retention.Research limitations/implicationsNew knowledge gained about leader–member exchange and diversity management has implications not only for leaders, but also human service managers. The data represents the authors' two perspectives, constraining generalizability. Larger samples of employees' narratives from diverse cultural/work backgrounds would be valuable to inform organizational change.Practical implicationsThe paper provides practical reasons for leadership training and skill development in change management models.Social implicationsGiven global demographic diversity, the findings are relevant to organizations, highlighting the importance of creating a climate of inclusion for workers' job satisfaction and retention and organizational success.Originality/valueWhile the sample size (n = 2) is very small, using a combination of personal experience methods offered insights into the complexity of leader–member exchange and diversity management from workers' perspectives, and went beyond successful cases, adding value to organizational change research.

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THE IMPACT OF CHANGE MANAGEMENT ON JOB SATISFACTION OF EMPLOYEES IN GHANA’S BANKING SECTOR

Problems of Management in the 21st Century ◽

10.33225/pmc/14.09.140 ◽

2014 ◽

Vol 9 (2) ◽

pp. 140-149 ◽

Cited By ~ 1

Author(s):

Noble Osei-Bonsu

Keyword(s):

Job Satisfaction ◽

Organizational Change ◽

Change Management ◽

Attitude Change ◽

Banking Sector ◽

Employee Involvement ◽

Positive Impact ◽

Employee Attitudes ◽

Employee Job Satisfaction ◽

The Impact

Employee job satisfaction is pertinent and critical in the change management process of contemporary organizations. The objectives of this study are to assess the extent of employee involvement in the change management processes, assess the impact of change management on employee job satisfaction and thirdly, attitude of employees after organizational change. A descriptive survey research design was employed to administer a self-designed questionnaire consisting of open and closed- ended items to one hundred and forty respondents using simple random sampling. Closed-ended items were measured on a five-point Likert scale. Data was analysed using SPSS and presented in descriptive form. The main findings indicate that employees’ involvement in the process was limited to provision of adequate information. It was also revealed that generally, the change had a positive impact on employees’ job satisfaction. Finally, employee attitudes after the change were found to be positive. Interestingly, respondents disagreed with the issue of high level of trust after the change process. In view of the findings, it is recommended that management should encourage employees’ maximum participation in the process through adequate representation on change management committees. Key words: attitude, change management, employee involvement, job satisfaction, organizational change.

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Organizational Trauma and Change Management

Organizational Culture and Behavior ◽

10.4018/978-1-5225-1913-3.ch045 ◽

2017 ◽

pp. 922-944

Author(s):

Juan-Maria Gallego

Keyword(s):

Job Satisfaction ◽

Organizational Change ◽

Change Management ◽

Resistance To Change ◽

Psychological Effects ◽

Or Management ◽

Potential Relationship ◽

Organizational Behaviors ◽

Organizational Trauma ◽

Management Behaviors

This chapter will evaluate the correlation between change management and the employee and/or management behaviors detrimental to the wellbeing of those individuals and the overall productivity and efficiency of an organization. The potential relationship between change and organizational behaviors, the effects of change on the wellbeing of individuals, the well-documented resistance to change would analyzed as well as potential techniques that managers, consultants and HR departments could implement to minimize the detrimental influence of organizational change on the wellbeing of individuals. The traumatic effects of change on the employee, both physical and psychological effects would be included in this chapter. These effects on the wellbeing of employees have been correlated to diminishing job satisfaction, increased absenteeism and turnover, reduced productivity and effectiveness and overall lower engagement with the organization. The chapter will include the introduction and brief analysis of organizational change and effectiveness models in particular the Burke-Litwin Model.

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المستخلص تمثل إدارة التغيير التنظيمي، نهج يُتبع لتحويل او انتقال الفرد، او فريق العمل، او المنظمة من حالة راهنة الى حالة مستقبلية مخطط لها. فهي عملية تنظيمية تهدف إلى مساعدة اصحاب المصلحة للقبول ومن ثم تبني التغييرات في بيئة الاعمال الخاصة بهم. ويمكن

Journal of Economics and Administrative Sciences ◽

10.33095/jeas.v22i88.534 ◽

2016 ◽

Vol 22 (88) ◽

pp. 249

Author(s):

حمزة محمد الجبوري

Keyword(s):

Job Satisfaction ◽

Organizational Change ◽

Statistical Analysis ◽

Change Management ◽

Business Environment ◽

Important Conclusion ◽

Organizational Change Management ◽

Positive Effects ◽

The Individual ◽

The Impact

The organizational change management, follows the approach to the transfer or transmission of the individual, or team, or the organization of the current case to the case of a future planned. It is an organizational process aimed at helping stakeholders to accept and then the changes in their business environment. And job satisfaction can be defined as the individual's sense of happiness and satisfaction during the performance of his work and achieved compatibility between what the individual expects from his work and how much it actually gets in this work, and job satisfaction is to pay the individual components of the work and production. Through the concepts above chose researcher on the title search goal of: "The impact organizational change management in job satisfaction among employees in orginization", in order to stand at the level of the relationship and the type of influence and power between the two variables mentioned, through test hypotheses two main which were submitted in the research methodology. Were distributed to identify search sample consisted of thirty (30) members of the individuals working in the Baghdad plant (tents)/ Baghdad- Waziriyah, in order to obtain the necessary data that was used later in the process of statistical analysis, where the research found the most important conclusion represented by the presence of a high level of correlation between the organizational change management and variables on the one hand, and job satisfaction among employees and variables on the other hand, as well as check the level of impact is acceptable between the organizational change management and variables of party, in job satisfaction among employees and variables at the opposite end, and this is what indicated by the results of the statistical analysis as for the most important research came out of recommendations represent intensify and encourage "interest organizational change management mechanisms followed in Baghdad plant (tents)/ Baghdad- Waziriyah, because of its positive effects on job satisfaction among employees".

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The relationship among change implementation, job satisfaction and organizational citizenship behavior in the Business Process Outsourcing industry in South Africa

Problems and Perspectives in Management ◽

10.21511/ppm.14(3-2).2016.03 ◽

2016 ◽

Vol 14 (3) ◽

pp. 473-482 ◽

Cited By ~ 1

Author(s):

George N. Muzanenhamo ◽

Charles O.K. Allen-Ile ◽

Anthea Adams ◽

Chux Gervase Iwu

Keyword(s):

South Africa ◽

Job Satisfaction ◽

Change Management ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Change Implementation ◽

Citizenship Behavior ◽

Business Process Outsourcing ◽

The Relationship ◽

Moderate Relationship

The unique and dynamic Business Process Outsourcing (BPO) industry in South Africa strives to thrive in a challenging business environment with the attendant need for stability, loyal and satisfied workforce. An empirical investigation was, therefore, conducted utilizing managerial and non-managerial employees in a stratified sampling technique. Questionnaires were administered to 250 employees from four selected organizations. The essence was to examine the nature of the relationship among change implementation, job satisfaction and organizational citizenship behavior (OCB). Four significant results emerged. Firstly, there is a positive but moderate relationship between change implementation and OCB; there is a high or strong positive relationship between change implementation and job satisfaction; there is a positive, but moderate relationship between OCB and job satisfaction; and lastly the results confirm the assumption that job satisfaction moderates the relationship between change implementation and OCB. BPO firms need to understand the effects of change implementation on OCB and job satisfaction. This is because change management is inevitable in the BPO industry; therefore, organizations have to be constantly alert to tackle its demands. Keywords: change management, job satisfaction, intrinsic job satisfaction, extrinsic job satisfaction, organizational citizenship behavior. JEL Classification: J240, J280, L240, M120

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Employee empowerment and job satisfaction in urban Malaysia

Journal of Organizational Change Management ◽

10.1108/jocm-04-2017-0155 ◽

2018 ◽

Vol 31 (3) ◽

pp. 697-711 ◽

Cited By ~ 3

Author(s):

Aida Idris ◽

Denise See ◽

Paul Coughlan

Keyword(s):

Job Satisfaction ◽

Organizational Change ◽

Change Management ◽

Power Relations ◽

Emerging Market ◽

Capital City ◽

Employee Empowerment ◽

Organizational Hierarchy ◽

Organizational Change Management ◽

Content Type

Purpose The topic of employee empowerment and job satisfaction, and its implications for organizational change management, is underexplored in developing countries. Consequently, the purpose of this paper is to investigate the relationship between the two variables in the context of urban Malaysia as an emerging market. Differences in empowerment and job satisfaction in relation to organizational and socio-cultural environments were also assessed. The findings are then discussed in terms of their implications for organizational change management in Malaysia and other emerging countries. Design/methodology/approach Using survey data gathered from 125 local employees working in the capital city of Kuala Lumpur, the effect of empowerment on job satisfaction was tested using correlation and regression analyses. ANOVA tests were used to determine differences in empowerment and satisfaction among sub-groups divided according to four factors in the organizational and socio-cultural environments, namely, form of ownership, job sector, type of industry and organizational hierarchy. Findings The results demonstrate that employee empowerment has a strong positive effect on job satisfaction. However, significant differences in employee empowerment and job satisfaction between higher and lower levels of the organizational hierarchy raise concerns about organizational change diffusion and the sustainability of strategic changes. Research limitations/implications Empirical evidences are provided for the generalizability of the theoretical link between employee empowerment and job satisfaction in the urban Malaysian context. Nevertheless, the findings have highlighted the need to further examine specific issues faced by employees in lower levels of the organizational hierarchy which affect their rates of empowerment and satisfaction in a rapidly changing environment. Practical implications Implications on power relations between managers and their subordinates are discussed, as well as on succession and goal-sharing during periods of intense organizational change. Originality/value By demonstrating the influence of organizational hierarchy on employee empowerment and job satisfaction in a non-western setting, this study has contributed new insights on the role of socio-culture and power relations in organizational change management.

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Change Management Communication: The Role of Meaningfulness, Leadership Brand Authenticity, and Gender

Cornell Hospitality Quarterly ◽

10.1177/1938965520929022 ◽

2020 ◽

pp. 193896552092902 ◽

Cited By ~ 1

Author(s):

Lenna V. Shulga

Keyword(s):

Job Satisfaction ◽

Organizational Change ◽

Change Management ◽

Employee Engagement ◽

Work Engagement ◽

Service Climate ◽

Continuous Change ◽

Brand Authenticity ◽

Change Communication ◽

Hospitality Managers

As hospitality firms face increasing demands that require continuous change, it is imperative to design change management processes that allow for effective communication of change initiatives. This study of 235 employees examined the effects of organizational change communication 1 month after the change message was delivered at the annual leadership conference of a well-known U.S.-based limited-service hotel chain. In hospitality organizations, successful change management is impossible without employee engagement. However, employees’ sensemaking of the organizational change message may encourage or hinder their receptivity to change. Findings showed that while positive appraisal of conference message meaningfulness positively influenced employee work engagement, perceptions of leadership brand authenticity had a stronger impact. Moreover, employees bundled message meaningfulness and leadership brand authenticity perceptions for greater work engagement, which is linked with job satisfaction and service climate evaluation. Female attendees were highly influenced by leadership brand authenticity perceptions, driving stronger job satisfaction and stronger service climate. However, for male attendees, meaningfulness of the conference message had a significant impact on engagement. Thus, hospitality managers’ ability to adjust organizational change communication through message meaningfulness and authentic leadership branding may assist in securing the desired outcomes of change.

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Organizational Trauma and Change Management

Impact of Organizational Trauma on Workplace Behavior and Performance - Advances in Human Resources Management and Organizational Development ◽

10.4018/978-1-5225-2021-4.ch006 ◽

2017 ◽

pp. 140-161 ◽

Cited By ~ 1

Author(s):

Juan-Maria Gallego

Keyword(s):

Job Satisfaction ◽

Organizational Change ◽

Change Management ◽

Resistance To Change ◽

Psychological Effects ◽

Or Management ◽

Potential Relationship ◽

Organizational Behaviors ◽

Organizational Trauma ◽

Management Behaviors

This chapter will evaluate the correlation between change management and the employee and/or management behaviors detrimental to the wellbeing of those individuals and the overall productivity and efficiency of an organization. The potential relationship between change and organizational behaviors, the effects of change on the wellbeing of individuals, the well-documented resistance to change would analyzed as well as potential techniques that managers, consultants and HR departments could implement to minimize the detrimental influence of organizational change on the wellbeing of individuals. The traumatic effects of change on the employee, both physical and psychological effects would be included in this chapter. These effects on the wellbeing of employees have been correlated to diminishing job satisfaction, increased absenteeism and turnover, reduced productivity and effectiveness and overall lower engagement with the organization. The chapter will include the introduction and brief analysis of organizational change and effectiveness models in particular the Burke-Litwin Model.

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Στρατηγικό μάνατζμεντ αλλαγής

10.12681/eadd/31630 ◽

2012 ◽

Author(s):

Κλεάνθης Κατσαρός

Keyword(s):

Job Satisfaction ◽

Emotional Intelligence ◽

Locus Of Control ◽

Change Management ◽

Cultural Values ◽

Tolerance Of Ambiguity

Η παρούσα διδακτορική διατριβή, αποτελεί το επιστέγασμα μιας ερευνητικής προσπάθειας έξι ετών στην επιστημονική περιοχή της Διοίκησης Αλλαγής (Change Management). Το βασικό ερέθισμα για την μελέτη του συγκεκριμένου ερευνητικού πεδίου προήλθε από την βιωματική παρατήρηση του συγγραφέα της διατριβής (στα πλαίσια των εργασιακών και εκπαιδευτικών του δραστηριοτήτων) σχετικά με την αυξανόμενη συχνότητα και πολυπλοκότητα των αλλαγών στο επιχειρηματικό περιβάλλον και τη δυσκολία προσαρμογής του ανθρώπινου κεφαλαίου σε αυτές. Μια παρατήρηση που ενισχύθηκε από τη διαπίστωση ότι πλέον υπάρχει σημαντική διαφοροποίηση τόσο των εγγενών χαρακτηριστικών της αλλαγής, όσο και του πλαισίου, της δομής και του περιεχομένου της. Κατά συνέπεια, αναδύθηκε η επιθυμία εξέτασης εάν η ετοιμότητα για αλλαγή και οι συναφείς συναισθηματικές/γνωστικές στάσεις των εργαζομένων μπορούν να αποτελέσουν μια σημαντική πηγή ανταγωνιστικού πλεονεκτήματος, επηρεάζοντας θετικά τις χρηματοοικονομικές επιδόσεις των οργανισμών τους.Πιο αναλυτικά, η αλλαγή είναι ένα έμφυτο χαρακτηριστικό της φύσης που απασχολεί τον άνθρωπο από την αρχή της ύπαρξης του. Στις μέρες μας όμως, οι αλλαγές εσωκλείουν εντονότερη ασάφεια, αβεβαιότητα, πολυπλοκότητα, συχνότητα και ένταση. Επιπλέον, πρόσφατες έρευνες επιδεικνύουν σημαντικό προβληματισμό για τη διαφοροποίηση των εγγενών χαρακτηριστικών της αλλαγής, του πλαισίου, της δομής και του περιεχομένου της. Κατά συνέπεια, σε ένα επιχειρησιακό περιβάλλον όπου η μόνη βεβαιότητα είναι η αβεβαιότητα, η οργανωσιακή και ατομική ετοιμότητα για αλλαγή μπορούν να αποτελέσουν μια σημαντική πηγή ανταγωνιστικού πλεονεκτήματος.Μέσα στο παραπάνω πλαίσιο, κύριος σκοπός της παρούσας διδακτορικής διατριβής είναι η δημιουργία, εφαρμογή και αξιολόγηση ενός μοντέλου ανοχής της ασάφειας/αβεβαιότητας, προκειμένου να μπορέσει να ενισχυθεί η απόδοση των οργανωσιακών μελών σε σχέση με τις πολύπλοκες αλλαγές που βιώνουν στο εργασιακό τους περιβάλλον.Επιλέχτηκαν να εξεταστούν ο κλάδος των Τεχνολογιών Πληροφορικής και Επικοινωνιών (ΤΠΕ) και ο Τραπεζικός κλάδος εξαιτίας της σημαντικότητάς τους για την ελληνική οικονομία και του υψηλού ρυθμού αλλαγής που βιώνουν. Αντίστοιχα, επιλέχτηκαν να συμμετάσχουν στην έρευνα τα διευθυντικά στελέχη, εξαιτίας του κομβικού τους ρόλου κατά την οργανωσιακή αλλαγή.Πιο αναλυτικά, εξετάζονται οι συναισθηματικές διαστάσεις των διευθυντικών στελεχών ως προς την αλλαγή (pleasure-arousal-dominance), το επίπεδο της εργασιακής τους ικανοποίησης (job satisfaction), ο βαθμός της οργανωσιακής τους δέσμευσης (commitment), ο βαθμός ελέγχου που πιστεύουν ότι ασκούν στις αναδυόμενες εξελίξεις (locus of control), οι παράγοντες που επηρεάζουν την προσωπική τους εμπλοκή (importance-interest), το επίπεδο της συναισθηματικής τους νοημοσύνης (emotional intelligence) και οι πολιτισμικές τους αξίες (cultural values). Ακολούθως, διερευνάται η σχέση της ανοχής της ασάφειας/αβεβαιότητας (tolerance of ambiguity/uncertainty) των διευθυντικών στελεχών με τους προαναφερόμενους παράγοντες και η σχέση της με τις χρηματοοικονομικές επιδόσεις των οργανισμών τους (σε όρους κερδοφορίας και αποδοτικότητας).Η διδακτορική διατριβή ολοκληρώνεται με μια σειρά προτάσεων και πολιτικών οι οποίες βασίζονται στα αποτελέσματα της έρευνας και αποσκοπούν στην ενίσχυση της απόδοσης των διευθυντικών στελεχών του κλάδου των ΤΠΕ και του Τραπεζικού κλάδου, αναφορικά με την ασάφεια, την αβεβαιότητα και την πολυπλοκότητα των αλλαγών που αντιμετωπίζουν στο περιβάλλον δραστηριοποίησης των οργανισμών τους.

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