Alternative Workplace Bargaining Frameworks within the Western Australian Public Sector: Implications for Organizational Change

1997 ◽  
Vol 6 (1) ◽  
pp. 15-27
Author(s):  
A. Travaglione ◽  
J. Taya ◽  
A. Khan
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Western Australian

Employee Portals based on Knowledge Management in Public Education

2015 ◽  
Vol 7 (2) ◽  
pp. 1-15
Author(s):  
Héctor Marcos Pérez Feijoo ◽  
Mercedes García Ordaz ◽  
Francisco J Martínez López
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Structural Equation Modeling ◽  
Public Education ◽  
Public Sector ◽  
Empirical Study ◽  
Structural Equation ◽  
Equation Modeling ◽  
The Core ◽  
Tpb Model

The e-government development in Spain still lacks in the employee perspective. This background is clearly visible in the educative public sector where the authors can found several online services to employees but can't find a complete employee portal. The implementation of such systems is an opportunity to embed knowledge management, as it's the core process in education, but it would imply a deep organizational change. Thus, it is crucial to determine the barriers that could potentially prevent their implementation. The study aims to establish the barriers that influence the intention of use of those employee portals. The researchers used structural equation modeling to conduct an empirical study based on a hybrid TAM-TPB model. The results have found evidence on the majority of the proposed hypothesis. The authors conclude the study with a set of recommendations for the developers that could help in avoiding the effects of such barriers.

A Democratic Strategy for Organizational Change

1989 ◽  
Vol 19 (2) ◽  
pp. 319-334 ◽  
Author(s):  
Lennart Svensson
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Societal Perspective ◽  
Final Section ◽  
Work Organization ◽  
Industrial Democracy ◽  
Work Organizations ◽  
Organization Of Work ◽  
Avant Garde ◽  
The Public

This article presents a model of democratic work organization based on concrete examples from Sweden. It focuses on how democratic work organizations can come about; how they can be introduced, developed, and protected; and, in general, how their growth can be encouraged. In the final section the perspective is broadened. The possibilities of creating an industrial democracy are discussed from a societal perspective. Women in the public sector are seen as a possible “avant-garde” in a union-based struggle for the democratic organization of work.

The Role of Change Content, Context, Process, and Leadership in Understanding Employees’ Commitment to Change: The Case of Public Organizations in Kurdistan Region of Iraq

2018 ◽  
Vol 47 (2) ◽  
pp. 195-216 ◽  
Author(s):  
Ahmad Bayiz Ahmad ◽  
Zhichao Cheng
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Structural Changes ◽  
Leadership Behavior ◽  
National Level ◽  
Public Organizations ◽  
Related Factor ◽  
Kurdistan Region ◽  
Commitment To Change ◽  
Public Sector Organizations

In times of financial austerity, public organizations are forced, either by internally motivated goals or externally mandated policies, to implement reforms and changes to cut back on expenses. While organizational change happens with increasing magnitude and frequency in public sector organizations, much of public management research concerning organizational change has mainly focused on change at the sector or national level. This study, on the contrary, focuses on a more micro-level and individual perspective by investigating the simultaneous influence of content, context, process, and leadership on employees’ affective commitment to change (ACC) in a non-Western, Islamic setting. To test the study’s hypotheses, data were collected from a sample of 147 employees in five public sector organizations that recently witnessed major structural changes in Kurdistan Region of Iraq. Regression results reveal that process-related variables and transformational leadership behavior of direct supervisors enhance commitment to change while employees’ negative perception of his or her change history (a context-related factor) impedes commitment to change. The findings support the external validity of previous findings in Western, non-Islamic settings, and, thus, would increase our understanding of organizational change theories in non-Western settings.

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.

scholarly journals UPAYA PENERAPAN AKRUAL DAN PEROLEHAN OPINI WTP DI KOTA PEKALONGAN DARI KACAMATA KURT LEWIN

2018 ◽  
Vol 19 (4) ◽  
pp. 516-536
Author(s):  
Riza Muttaqin ◽  
Ali Djamhuri ◽  
Yeney Widya Prihatiningtias
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Change Theory ◽  
Financial Statements ◽  
City Government ◽  
Organizational Changes ◽  
Accrual Accounting ◽  
Audit Opinion ◽  
Kurt Lewin ◽  
The Government

The aim of this research is to reveal and describe the organizational change occured on Pekalongan City Government in implementing public sector accrual accounting and attaining unqualified audit opinion as perceived from the aspects of readiness and strategy implementation by the government based on movement stages following to Lewin’s Organizational Change Theory (1951). The results showed that the change from cash to accrual accounting as well as strategy to achieve unqualified audit opinion is a form of pressure and a process that is deliberately done in order to increase the accountability of the financial statements to be usable for decision-making. The goverment officials have shown resistance and negative impressions to implement of accrual accounting and strategy to achieve unqualified audit opinion. Preparations to implement accrual accounting and strategy to achieve unqualified audit opinion are expected to minimize the attitude of resistance so that the organizational changes can be successful. Preparations to implement of accrual accounting and  the strategy to achieve unqualified audit opinion are conducted by issuing Perwal. No. 34 and No. 35 2014, establishing SIMDA and SIMBADA, managing asset, defining a target in its RPJM, following up the BPK’s recommendation, and maintaining common commitment as public sector institution.

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