scholarly journals 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

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".

scholarly journals MODERN MODELS OF ORGANIZATIONAL CHANGE MANAGEMENT

2020 ◽  
Author(s):  
Artem Valerievich Kutuev ◽  
Keyword(s):  
Organizational Change ◽  
Comparative Analysis ◽  
Change Management ◽  
Internal Environment ◽  
Management Decisions ◽  
Organizational Change Management ◽  
Business Transformation ◽  
Management Models ◽  
The Impact

The article provides a comparative analysis of organizational change management models, the applicability of which in real conditions may differ under the influence of various factors of the external and internal environment of the company. In addition, the assessment of the impact of these factors on management decisions about which model should be followed when implementing a business transformation project is made.

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

2014 ◽  
Vol 9 (2) ◽  
pp. 140-149 ◽  
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.

Appropriating the Past in Organizational Change Management

2020 ◽  
pp. 220-239
Author(s):  
Henrik Koll ◽  
Astrid Jensen
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Performance Management ◽  
Ethnographic Study ◽  
Alternative View ◽  
Organizational Change Management ◽  
The Past ◽  
The Impact ◽  
Modes Of Existence ◽  
Practical Sense

This chapter offers an analysis of organizational change management in a Scandinavian telecom from a historical perspective. Based on an ethnographic study, we investigate how the past was appropriated by managers for the purpose of implementing performance management in the company’s operations department. By combining Bourdieusian theory with a narrative approach to analysis, the chapter provides an alternative view on the impact of history to organizational change management studies by bridging objective and subjective elements of history. This is achieved by illustrating how practice brings together two modes of existence of history in action—that is, how habitus and field dialectically adjust to each other while endowing actors with a “practical sense” that allows them to appropriate history in practice. We show how actors’ inclination to appropriate and narrate history in certain ways was itself a product of historical acquisition derived from their experience in the departmental field of struggle.

Employee empowerment and job satisfaction in urban Malaysia

2018 ◽  
Vol 31 (3) ◽  
pp. 697-711 ◽  
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.

scholarly journals Managing Change in Asian Business – A Comparison between Chinese-Educated and English-Educated Chinese Entrepreneurs in Singapore

2008 ◽  
Vol 25 ◽  
pp. 50-73 ◽  
Author(s):  
Thomas Menkhoff ◽  
Ulrike Badibanga ◽  
Chay Yue Wah
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Survey Data ◽  
Business Environment ◽  
Management Style ◽  
Cultural Significance ◽  
Organizational Change Management ◽  
Ethnic Chinese ◽  
Managerial Knowledge ◽  
Management Approaches

Abstract Against the background of the current rapidly changing business environment, the article examines the organizational change management behaviour of the owner-managers of small and medium sized enterprises (SMEs) in Singapore. The analysis of survey data is aimed at ascertaining whether there are any differences between Chinese and English educated small (ethnic Chinese) businessmen in terms of Change Management (CM), a dichotomy that is of great historical and politico-cultural significance in Singapore. The survey data show that there are indeed differences between the subgroups (eg with regard to the initiation of a more participatory people management style) but these variations turned out to be far less pronounced than expected. Access to information and actionable managerial knowledge appears to be a key precursor to the various change management approaches used by both groups. Chinese educated businessmen in particular seem to be somewhat disadvantaged in this respect, as modern change management literature is still largely only published in English. Keywords: Ethnic Chinese, small and medium-sized enterprises (SME), Republic of Singapore, organizational change management.

scholarly journals The Impact of Managerial Communications on Organizational Change Management: Jordan Customs as a Case Study: أثر الاتصالات الإدارية في إدارة التغيير التنظيمي: دراسة حالة الجمارك الأردنية

2020 ◽  
Vol 4 (4) ◽  
Author(s):  
Bashar Walid Hussain, Farid Mohammad Qawasmeh
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Likert Scale ◽  
Study Objective ◽  
Organizational Change Management ◽  
Study Population ◽  
Female Employees ◽  
Level Of Significance ◽  
The Impact

This study aims to identify the impact of managerial communications on organizational change management in Jordan Customs Department. To achieve the study objective which uses analytical and descriptive type of a case study, a questionnaire was developed by the researcher consisting of (52) items, and distributed among seven dimensions. The study population consisted of all employees in Jordan Customs Department totaling around (3466) male and female employees, while the study sample was (215) elements representing (6.2%) of the population. The researcher then collected the data and used SPSS for analysis. The most important result of the study is as follows: • There is a positive and significant statistical impact at the level of significance (α≤0.05) of managerial communications dimensions (comm. directions, comm. Tools, comm. skills, and comm. obstacles) on organizational change management dimensions (individual, group, and systems perspectives). • The level of managerial communications dimensions is high (4.04) on 5-Likert scale. • The level organizational change management dimensions is high (4.04) on 5-Likert scale While the study came up with the following key recommendation: • To support and widespread the culture of change among all employees of Jordan Customs Department, and to convince them about the importance of change and attract their initiatives and participation.

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

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