Personnel reduction and growth, innovation, and employee optimism about the long-term benefits of organizational change

2020 ◽  
pp. 002085232093453
Author(s):  
Jeannette Taylor
Keyword(s):  
Organizational Change ◽  
Public Service ◽  
Change Process ◽  
Employee Outcomes ◽  
Work Unit ◽  
Service Employee ◽  
The Relationship ◽  
Public Service Employee

What do employees think when their organization’s change programme has led to a growth or reduction in the number of employees in their work unit or workgroup? While we take for granted that employees generally do not respond well to organizational initiatives that reduce the number of personnel, we are less certain about their response to organizational efforts that raise the number of personnel. Using the Australian Public Service Employee Census, containing over 24,600 responses, this research finds that employees’ exposure to a major organizational change that raises or reduces the number of personnel in their workgroup is related to two employee outcomes: (1) implementation of innovation-related change in their workgroup; and (2) optimism about the long-term benefits of the change on their workgroup’s performance. Innovation-related change also moderates the relationship between personnel-related change and optimism about the long-term benefits of change. Points for practitioners Employees who experience a reduction in the number of personnel in their workgroup may pursue innovation. When employees experience personnel growth in their workgroup, those who implement innovation report higher levels of optimism about organizational change than those who do not implement innovation. Finally, how well leaders manage the change process during personnel-related change can shape the employee implementation of innovation and optimism about organizational change.

scholarly journals Arbitrability Restrictions in Action

2005 ◽  
Vol 47 (2) ◽  
pp. 279-299
Author(s):  
G. England ◽  
I. McKenna
Keyword(s):  
Collective Bargaining ◽  
Public Service ◽  
Service Sector ◽  
Employee Relations ◽  
Hospital Workers ◽  
Bargaining Process ◽  
Service Employee ◽  
Public Service Employee

The authors test a number of hypotheses as to the possible impact on the collective bargaining process of section 48 of the Alberta Public Service Employee Relations Act which declares non-arbitrable a broad range of management rights items. This study compares the collective bargaining relationship for two units of hospital workers and examines the Crown Service sector.

scholarly journals High Involvement Work in the New Zealand Public Service

2021 ◽  
Author(s):  
◽  
Rebecca Fiona Kirkham
Keyword(s):  
Job Satisfaction ◽  
New Zealand ◽  
Public Service ◽  
Latent Variable ◽  
Structural Model ◽  
Organisational Commitment ◽  
Employee Outcomes ◽  
High Involvement ◽  
The Core ◽  
The Relationship

<p>The aim of this research is to investigate the relationship between high involvement work practices (HIWP) and employee outcomes, such as job satisfaction and organisational commitment, in the core New Zealand public service. It also investigates whether certain demographic factors may influence this relationship and proposes a structural model to test this.  Information about HIWP and employee outcomes was originally gathered as part of the 2013 Workplace Dynamics Survey conducted by the New Zealand Public Service Association (PSA) and Victoria University of Wellington (Plimmer et al., 2013). Participants, all of whom were PSA members, were asked a variety of questions about their work, workplace and themselves. For the purposes of this current study, the sample was then limited to only those members of the core public sector who reported that they had no managerial responsibilities, which comprised 1,665 unique responses. The data were then analysed in order to generate descriptive statistics and trends regarding opinions, and to conduct inferential analysis. This included exploratory factor analysis to confirm the principal factors, confirmatory factor analysis to test the measurement of the constructs, and structural equation modelling to explicate the relationship between HIWP and employee outcomes. Moderating factors such as age, gender, and level of educational attainment were then introduced to the proposed structural model.  The model suggests that HIWP, as measured by items associated with power, information, rewards, and knowledge (PIRK), have a positive effect on employees’ reported job satisfaction and organisational commitment. The model tests the influence of a second-order latent variable that describes the PIRK attributes working collectively, as well as a second-order latent variable, labelled Passion, for employee outcomes, based on the work of Vandenberg, Richardson and Eastman (1999), and Langford (2009), respectively.  The findings of this study largely support the relationships proposed in the literature on HIWP, which was used to develop the theoretical model. It finds that employees reporting higher PIRK also experience higher job satisfaction and organisational commitment. It also suggests that age and level of educational attainment individually have some effect on the PIRK-Passion relationship. While gender did not affect this particular causal relationship, the model was different in some respects for men and women, particularly with respect to the effect of length of time spent working for a particular employer.  This study contributes to theoretical and practical knowledge by providing evidence of the influence of high involvement practices for people management in the New Zealand public service on employee outcomes, an under-researched area. It also highlights the need for public sector managers and HR professionals to be aware of the different experiences of different demographic groups. This research makes recommendations for further research, including in the data-gathering stage, as well as suggestions for practitioners.</p>

scholarly journals Model of disorientation and Disqualification of Peripheral Services in Public Services On Local Government Device Work Units In Central Java, Indonesia

2020 ◽  
Vol 17 ◽  
Keyword(s):  
Public Service ◽  
Public Services ◽  
Service Providers ◽  
Positive Influence ◽  
Work Unit ◽  
Central Java ◽  
Motivated Behavior ◽  
The Relationship ◽  
Regional Work

Improving the quality of public services is inherent in the implementation of the tasks and functionsof the Regional Work Unit as an extension of the tasks of the central government. The public service unitbecomes a service node for integrated service offices in the district while improving the quality of service to thecommunity. This study aims to examine the relationship of power orientation behavior, the process of serviceimprovement through Peripheral Disorientation and Discipline for Public Service providers in the RegionalWork Unit in Central Java. This study used a sample population of 181 Regional Work Unit public serviceemployees. This study uses an analysis technique that is Regression weight in SEM which is used to examinehow much the relationship between the variables. The model for research is illustrated by a path diagram. Thisis to make it easier to see the causality relationship between the variables to be tested. Based on this research itcan be concluded that: Power-motivated behavior has a positive influence on disorientation of public services.Power behavior has a positive influence on the disqualities of peripheral services. The behavior of publicservice discuality affects the discuality of Peripheral services. Peripheral service orientation is positivelyinfluential on the Performance of Public Service Providers. Peripheral service disorientation has a positiveeffect on the performance of public service providers so that public service provider agencies in this one-stoppublic service center in Banyumas district can control the power-motivated behavior carried out by theBanyumas Government Officer. If this can be carried out, then it is likely that public service providers will beable to reduce the disorientation of public services carried out by public service providers when serving thepublic. This finding contributes to research on power motivation in organizations conducted by Dolatabadi &Safa (2010), Oloko and Ogutu (2012) and Feeney (2011).

How and When job Security Reduces Resistance to Change in the Context of Organizational Change

2021 ◽  
pp. 002188632110406
Author(s):  
Cailing Feng ◽  
Brian Cooper ◽  
Cherrie Jiuhua Zhu
Keyword(s):  
Organizational Change ◽  
Change Process ◽  
Affective Commitment ◽  
Resistance To Change ◽  
Eastern China ◽  
Job Security ◽  
Conservation Of Resources ◽  
Process Data ◽  
Commitment To Change ◽  
The Relationship

Drawing on conservation of resources theory, this study highlights why and when job security may decrease resistance to change during the organizational change process. Data were collected from 23 subsidiaries in a large manufacturing group enterprise based in a coastal city in eastern China. A three-wave design was used to mirror the different stages in the change process, valid data were received from 469 employees and 86 supervisors. Results showed that job security was negatively related to resistance to change, and this effect was mediated through affective commitment to change. We also found that procedural justice plays a moderating role in the relationship between job security and affective commitment to change and that environmental uncertainty also moderates the relationship between affective commitment to change and resistance to change. This study is quite timely and would have the potential to benefit the practice of change management in organizations.

Higher Public Service Motivation for Accepting Public Sector Pension Reform? Evidence from Korean Government Organizations

2019 ◽  
Vol 34 (1) ◽  
pp. 23-42
Author(s):  
Kim Yunho ◽  
Jung Yunjin ◽  
Seoh Dongwook ◽  
Im Tobin
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Pension Reform ◽  
Public Service Motivation ◽  
Organizational Changes ◽  
Government Employees ◽  
Public Servants ◽  
Government Organizations ◽  
The Relationship

Organizational reforms that employees do not voluntary accept are likely to negatively affect organizational effectiveness in the long term. We conducted an empirical analysis with survey data by reviewing related studies on public service motivation (PSM) and acceptance of organizational changes, the goal being to verify the relationship between government employees’ PSMand their acceptance of public sector pension reform in Korea. Results show that public servants highly driven by PSM are willing to accept this pension reform even though it reduces their own benefits. This study is distinguished from existing literature of PSM and responses to organizational changes because it reduces the possibility of endogeneity problems.

Leadership Matters, But So Do Co-Workers: A Study of the Relative Importance of Transformational Leadership and Team Relations for Employee Outcomes and User Satisfaction

2021 ◽  
pp. 0734371X2110116
Author(s):  
Heidi Hesselberg Lauritzen ◽  
Caroline Howard Grøn ◽  
Anne Mette Kjeldsen
Keyword(s):  
Transformational Leadership ◽  
Public Administration ◽  
Outcome Measures ◽  
Public Service ◽  
User Satisfaction ◽  
Organizational Factors ◽  
Relative Importance ◽  
Employee Outcomes ◽  
Vertical Leadership ◽  
The Relationship

In recent decades, public administration has taken a great interest in leadership. However, this interest has been met with concerns that the effects of leadership are overestimated compared to other relevant organizational factors. In this article, we explore the relative importance of formal, vertical leadership, specifically transformational leadership, and horizontal relations, that is, the internal team relations, for different employee outcomes and user satisfaction. We argue that both factors may work through public service motivation (PSM). Based on survey data collected in Danish nursing homes linked with a user satisfaction survey and employee sickness absence data, we find that the internal team relations have the strongest association with some outcome measures, whereas others are more substantially related to vertical leadership. We further find that the relationship between transformational leadership and these outcome measures is fully mediated by PSM, whereas this is not the case with the internal team relations.

scholarly journals Concerns about change and employee wellbeing: the moderating role of social support

2018 ◽  
Vol 30 (3) ◽  
pp. 216-228 ◽  
Author(s):  
Gloria Guidetti ◽  
Daniela Converso ◽  
Barbara Loera ◽  
Sara Viotti
Keyword(s):  
Social Support ◽  
Organizational Change ◽  
Work Engagement ◽  
Change Process ◽  
Early Stage ◽  
Human Resources Management ◽  
Content Type ◽  
Self Reporting Questionnaire ◽  
The Relationship

Purpose Concerns about change, a measure of the perception about future losses owing to organizational change, have received scarce attention within the organizational change literature. This study aims to address some relevant questions still unexplored regarding, the relationship between concerns about change and employees’ burnout and work engagement. Moreover, it evaluates the buffering role of social support namely, that of colleagues and superiors, during the anticipation stage of an organizational change process. Design/methodology/approach Six hundred and thirty-two employees of an administrative public sector filled out a self-reporting questionnaire. Data analysis was performed using hierarchical moderated regression to show direct and moderating effects. Findings Results suggest that concerns about change, measured during the anticipation stage of an organizational change process, relate to higher burnout and lower work engagement. Social support significantly affects the relationship between concerns and outcomes. Originality/value Overall, the study shows the role exerted from concerns about change in affecting employees’ wellbeing as the early stage of the organizational change process, providing scholars and practitioners in human resources management with new insight regarding the importance of support from colleagues and supervisor to sustain successful change implementation and employees’ wellbeing.

scholarly journals Effect of Organizational Change on Employee Job Performance

2019 ◽  
Vol 7 (1) ◽  
Author(s):  
Cross Ogohi Daniel
Keyword(s):  
Organizational Change ◽  
Job Performance ◽  
Change Process ◽  
Organisational Change ◽  
Business Environment ◽  
Secondary Source ◽  
Constant Change ◽  
Source Data ◽  
And Performance

As businesses evolve, to keep ahead of competition, so do their expectations for their employee's performance. An employee is a key element of an organization and their overall  performance can decide the achievements of an organization or its failures. Every business has their own specific way of doing things, due to the constant change of the business environment. This changes therefore requires organization to adopt internal changes which tends to affect the performance of employees thus may enhance organisational growth and otherwise. The general objective of this research is to evaluate the effect of organizational change on employee job performance and compare it with the transformation framework articulated by some change management theorist and also to explore whether organizational change affect the job performance of employees. This study will make use of the data that was analyzed using the content analysis approach. This is because of its major dependence on the secondary source data. The result of the evaluation will provide how organisational change can be improved. There are some reasons why it is important that an organization must always affect a change process. The organization must consider that employees are very vital in carrying out a change process. Sustainable long-term success and performance of the organization depends on employees.

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