scholarly journals EMPLOYEE ATTITUDES TOWARD CHANGE IN PUBLIC SECTOR ORGANIZATION

2020 ◽  
Vol 15 (1) ◽  
pp. 19-32
Author(s):  
Mega Asri Zona
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Sampling Technique ◽  
Employee Attitudes ◽  
Readiness For Change ◽  
Commitment To Change ◽  
Openness To Change ◽  
Public Sector Organizations ◽  
West Sumatra ◽  
Change Commitment

This research aim to examine four constructs that represent employee attitudes towards organizational change; readiness for change, commitment to change, openness to change and cynicism about organizational change. This research would help the public organization to overcome changes.. This research is a type of descriptive research that aims to describe the nature of something that is ongoing at the time the research is conducted and examine the cause of a particular symptom. The population in this study are employees of public sector organizations that are undergoing organizational changes in the Province of West Sumatra. The sampling technique in this study uses purposive sampling where the sampling technique is based on a certain criterion. In this case the criteria for sampling are employees with organizations that are undergoing changes. The data collection technique used was a survey by distributing questionnaires to employees of public sector organizations in West Sumatra. The number of respondents in this study were 100 respondents. The result shows that openness to change have the highest mean, followed by readiness to change, commitment to change and cynicism about organizational change. It means that employees in public organization in West Sumatra are willing to accommodate and accept change. Keywords: employee attitudes towards organizational change; readiness for change; commitment to change; openness to change; cynicism about organizational change

Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis

2020 ◽  
pp. 002188632092036
Author(s):  
Jian Peng ◽  
Mingze Li ◽  
Zhen Wang ◽  
Yuying Lin
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Cultural Context ◽  
Resistance To Change ◽  
Meta Analysis ◽  
Readiness For Change ◽  
Independent Effect ◽  
Cross Sectional ◽  
Commitment To Change ◽  
Openness To Change

Numerous studies have empirically tested the linkage between transformational leadership and employees’ reactions to organizational change. However, no systematic attempt has been made to organize and summarize those findings. Based on a sample of 30 empirical studies that included 39 independent effect sizes and 12,240 participants, this meta-analysis found that transformational leadership exhibited (a) a positive relationship with commitment to change, openness to change, and readiness for change; (b) a negative correlation with resistance to change and cynicism about change; and (c) a nonsignificant correlation with support for change. Moderation analyses showed that in cross-sectional (vs. longitudinal) designs, transformational leadership exhibited a stronger correlation with openness to change and cynicism about change. Using Bass and Avolio’s scale (vs. Podsakoff et al.’s), transformational leadership exhibited a stronger correlation with resistance to change. In the Eastern (vs. Western) cultural context, transformational leadership exhibited a stronger correlation with commitment to change and resistance to change. In low-level (vs. high-level) journals, transformational leadership exhibited a stronger correlation with commitment to change, openness to change, and support for change. This study highlights the value of incorporating transformational leadership theory into the literature on change reactions to obtain a better understanding of how leaders facilitate or hinder organizational change.

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.

Sustainable development through commitment to organizational change: the implications of organizational culture and individual readiness for change

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anja Hagen Olafsen ◽  
Etty R. Nilsen ◽  
Stian Smedsrud ◽  
Denisa Kamaric
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Affective Commitment ◽  
Readiness For Change ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Change Commitment ◽  
Nuanced Understanding ◽  
Organizational Issue

Purpose Future organizations must focus on their ability to change to be sustainable, and this calls more attention to sustainability as an organizational issue. However, change initiatives often fail because of a lack of employee commitment. The purpose of this study is to examine how organizational culture and individual readiness for change (IRFC) relate to types of commitment to change. Design/methodology/approach Survey data from a sample of 259 employees in a Norwegian public organization undergoing major strategic changes were used to test the hypothesized relations. Findings The results show that flexible and stable organizational cultures did not relate differently to types of change commitment. This may indicate that the strength, rather than the type, of organizational culture is vital for change commitment. Nevertheless, a flexible organizational culture had a clearer relation to positive change commitment; in part through its positive relation with both change self-efficacy and negative personal valence. These are important dimensions of IRFC. Originality/value The study contributes to a nuanced understanding of the role of contextual and individual factors in explaining various types of commitment to organizational change, in particular, by examining the distinction between flexible and stable organizational culture, as well as separate dimensions of IRFC. A flexible culture together with both of the included dimensions of IRFC is shown to be of importance in fostering affective commitment to change – the gold standard of change commitment. Recognizing sustainability as an organizational issue underscores the need for creating a culture conducive to change.

Critical performance factors of public sector organizations in concession-based public-private partnership projects

2019 ◽  
Vol 37 (1) ◽  
pp. 17-37 ◽  
Author(s):  
Akintayo Opawole ◽  
Godwin Onajite Jagboro ◽  
Kahilu Kajimo-Shakantu ◽  
Betty Oluwafunso Olojede
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Sampling Technique ◽  
Project Delivery ◽  
Relative Significance ◽  
Content Type ◽  
Performance Factors ◽  
Political Finance ◽  
Public Sector Organizations ◽  
Private Investors

Purpose The purpose of this paper is to evaluate critical factors that impact public sector organizations’ (PSOs) performance in PPP contracts with a view to improving their capabilities toward efficient project delivery and attracting more private sector investments. Design/methodology/approach The research methodology is a quantitative approach which commenced with an in-depth literature review that provided the basis for identification of the variables that were evaluated through a structured questionnaire. Respondents were professionals from stakeholders’ organizations that had been involved in PPP contracts in the Southwestern region of Nigeria selected using respondent driven sampling technique. These include industrial practitioners from governmental-based organizations (ministries, agencies, corporations/parastatals, etc.), private developers/concessionaires, law firms, and banks, among others. Data collected were analyzed using mean, relative significance index) and factor analysis. Findings The critical performance factors of PSOs in concession contracts clustered under nine components. These were technical, legal, political, finance, market maturity, economic, procurement process, performance guarantee and degree of regulation. PSOs’ capability development measure in countries newly experimenting with concession model is expected to focus on these factors for improved project delivery. Research limitations/implications The study provided implications for capabilities improvement, legislation and policy making with respect to PPP transactions in countries newly experimenting with PPP contracts. This is highly significant to improving the capabilities of PSOs and attraction of more private sector partnership in infrastructure delivery through the concession model. Practical implications The study provided implication for capabilities improvement, legislation and policing with respect to PPP transactions in countries newly experimenting with PPP contracts. This is highly significant to improving the capabilities of PSOs and attraction of more private sector partnership in infrastructure delivery through concession model. Originality/value Previous studies on PPP performance had either focused on the projects or generalized the performance assessment to PSOs and private investors. This study extended the researches on PPP performance by revealing factors specific to the public sector stakeholders.

scholarly journals IMPACT OF ETHICS, STRESS AND TRUST ON CHANGE MANAGEMENT IN PUBLIC SECTOR ORGANIZATION

2021 ◽  
Vol 37 (01) ◽  
pp. 43-54
Author(s):  
Sayed Fayaz Ahmad ◽  
Muhammad Ibrahim ◽  
Abid Hussain Nadeem
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Change Management ◽  
Strong Relationship ◽  
Workplace Stress ◽  
Working Environment ◽  
Managerial Implication ◽  
Organizational Goals ◽  
Public Sector Organizations ◽  
The Right

The aim of the study is to find out a successful way of managing the organizational change in public sector organizations. The research is based on a structured questionnaire survey. The data was collected in some of the top public sector organizations in Pakistan. The study suggests that Stress, Trust, and Ethics have a strong relationship with Organizational Change Management. Organizations must minimize the workplace stress, maximize trust of workers on management and organization and ensure ethics for organization change management. The managerial implication of the research is, bringing and making any organizational change is very difficult without employee-friendly working environment of the organization. The results of the study make it easy, how to put employees on the right track for achieving organizational goals and objectives in any Organizational Change by using Facilitation.

scholarly journals Supporting SMEs through Government Purchasing Activity

2005 ◽  
Vol 6 (1) ◽  
pp. 17-26 ◽  
Author(s):  
Kim Loader
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Small Business ◽  
Goods And Services ◽  
North East ◽  
The North ◽  
Public Sector Organizations ◽  
Policy Conflicts ◽  
Business Sectors

As major consumers of goods and services, governments have an opportunity to support SMEs directly through their purchasing policies. This study examines the experience of SMEs in the north-east of England in their attempt to supply UK public sector organizations, and finds that, despite recent initiatives, barriers are being experienced by the majority of SMEs surveyed. The findings suggest that both government and small business sectors face challenges, such as resolving policy conflicts, managing resource demands and facilitating organizational change, in overcoming these barriers. Further investigation is required to inform the resolution of these demands.

Detrimental effects of cynicism on organizational change

2016 ◽  
Vol 29 (4) ◽  
pp. 580-598 ◽  
Author(s):  
Usman Aslam ◽  
Muhammad Ilyas ◽  
Muhammad Kashif Imran ◽  
Ubaid- Ur- Rahman
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Public Sector ◽  
Job Insecurity ◽  
Interactive Effects ◽  
Content Type ◽  
Organizational Cynicism ◽  
Withdrawal Behavior ◽  
Public Sector Organizations ◽  
Change Leaders

Purpose – The purpose of this research is to investigate the detrimental effects of cynicism on organizational change. It presents an interactive and novel theoretical research model based on organizational cynicism. The study aims to determine the causes of cynicism and suggests remedies for it so that change may be implemented with the consensus of all stakeholders. Design/methodology/approach – This is an associational study that aims to test the hypotheses of linear relationships among the variables used in the proposed model. Data have been collected from 417 employees, working for three public sector organizations, by using self-administrated questionnaires. The model proposed in this research has been tested by using regression analysis in Amos 22. The interactive effects have been examined by using Aguinis’s (2004) multiple moderated regression. Findings – The results reveal that dispositional resistance increases the intention of an employee to exhibit withdrawal behavior and that organizational contextual factors have statistically significant relationships with employees’ withdrawal behavior and their job satisfaction. Moreover, the results of interactive effects are partially significant. Practical implications – The Government of Pakistan, the managements of public sector organizations and workplace unions can resolve the issues of cynicism and job insecurity by involving employees in decision making and by building trust in change leaders. Employees’ participation and their trust in change leaders can decrease their intentions to exhibit withdrawal behavior and lessen the occurrences of organizational cynicism. In addition, trust in change leaders can raise job satisfaction, while job insecurity can decrease the job satisfaction levels of employees. Originality/value – This research presents and examines a unique multiple interactive model of organizational cynicism. Until recently, a scant number of studies particular to Asian culture, have investigated the detrimental and interactive effects of cynicism on organizational change.

Motivational bases of commitment to organizational change in the Chinese public sector

2019 ◽  
Vol 47 (1) ◽  
pp. 1-8 ◽  
Author(s):  
Bangcheng Liu ◽  
Zonghe Zhang
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Affective Commitment ◽  
Eastern China ◽  
Planned Change ◽  
Commitment To Change ◽  
Psychological Reactions ◽  
The Public ◽  
Public Sector Employees ◽  
Chinese Public

Does public sector employees’ public service motivation (PSM) affect their psychological reactions to organizational change? We examined the effects of PSM on public sector employees’ commitment to a specific organizational change. Participants were 231 public sector employees from a city in eastern China, who completed surveys assessing commitment to change and PSM. The results showed that there was a significant relationship between PSM and employees’ commitment to organizational change. That is, individuals with high (vs. low) PSM were more likely to have high levels of continuance and normative commitment, whereas PSM was not significantly correlated with affective commitment to organizational change. Practical implications are discussed of a successful planned change in the public sector, including staffing, communication, and discipline during the change process.

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