scholarly journals Dynamic Forces of Amplifying Employee Change Supportive Behavior

2021 ◽  
Vol 12 (3) ◽  
pp. 0-0
Keyword(s):  
Organizational Change ◽  
Work Engagement ◽  
Change Process ◽  
Banking Sector ◽  
Contemporary Literature ◽  
Organizational Alignment ◽  
Change Initiatives ◽  
Supportive Behavior ◽  
Dynamic Forces ◽  
The World

Managing organizational change is one of the difficult tasks for every organization. Researchers and practitioners around the world indicated that due to the uncertainty and complexity associated with organizational change, an employee feels fear and cynicism to involve in the organizational change process which causes failure in the majority of the organizational change initiatives. Contemporary literature highlighted the effectiveness of employee championing behavior for managing organizational change successfully. Therefore, this study collected data from 379 employees working in Bangladesh’s banking sector to explore the different dynamics forces such as transformational leadership, trust in leadership, organizational alignment and work engagement to enhance employee championing behavior in the context of organizational change. The outcome of this study shows that all dynamic forces significantly affected the employee championing behavior during organizational change.

scholarly journals Dynamic Forces of Amplifying Employee Change Supportive Behavior

2021 ◽  
Vol 12 (3) ◽  
pp. 1-18
Author(s):  
M. Nazmul Islam ◽  
Aida Idris ◽  
Fumitaka Furuoka
Keyword(s):  
Organizational Change ◽  
Work Engagement ◽  
Change Process ◽  
Banking Sector ◽  
Contemporary Literature ◽  
Organizational Alignment ◽  
Change Initiatives ◽  
Supportive Behavior ◽  
Dynamic Forces ◽  
The World

Managing organizational change is one of the difficult tasks for every organization. Researchers and practitioners around the world indicated that due to the uncertainty and complexity associated with organizational change, an employee feels fear and cynicism to involve in the organizational change process which causes failure in the majority of the organizational change initiatives. Contemporary literature highlighted the effectiveness of employee championing behavior for managing organizational change successfully. Therefore, this study collected data from 379 employees working in Bangladesh’s banking sector to explore the different dynamics forces such as transformational leadership, trust in leadership, organizational alignment and work engagement to enhance employee championing behavior in the context of organizational change. The outcome of this study shows that all dynamic forces significantly affected the employee championing behavior during organizational change.

scholarly journals Influence of Gender Diversity on Employee Work Engagement in the Context of Organizational Change

2021 ◽  
Vol 12 (3) ◽  
pp. 0-0
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Work Engagement ◽  
Structural Equation ◽  
Banking Sector ◽  
Gender Diversity ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Full Time ◽  
Employee Work Engagement

Employee work engagement is one of the key factors to manage successful organizational change. The present study investigated the moderating effect of gender diversity between transformational leadership, valence, and employee work engagement. Applying social bond theory, expectancy theory of motivation, and mental model theory, six hypotheses were examined in this study, using data from 300 full-time employees from Bangladesh’s banking sector. This study applied structural equation modeling for data analysis. The finding showed both transformational leadership and valence had a direct association with employee work engagement. In addition, gender diversity had a moderating effect on the proposed hypotheses. Finally, this study also revealed that female employees were more pronounced than male employees in the context of organizational change.

Reflections on an Organizational Change Process in a Medium-Sized Bavarian Family Business

2019 ◽  
pp. 570-583
Author(s):  
Mark J. Woodbridge ◽  
Regina H. Mulder
Keyword(s):  
Organizational Change ◽  
Family Business ◽  
Change Process ◽  
Health Expenditure ◽  
Employee Health ◽  
Previous Experience ◽  
Health Costs ◽  
Evidence Based ◽  
Organizational Alignment ◽  
Order Processing

The objective of the initial Organizational Change Workshop, conducted on behalf of a medium-sized family-owned business, was to reduce employee health costs. During the workshop, it was soon clear that the main cause of the problems was inefficient order-processing practices. The consultants correspondently revised their change approach. Previous experience was used (evidence informed), as well as information gathered during the complete assignment (evidence based), together enabling a successful re-organizational alignment and a subsequent reduction in health expenditure.

What’s organization knowledge management strategy for successful change implementation?

2016 ◽  
Vol 29 (7) ◽  
pp. 1097-1117 ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Chaudhry Abdul Rehman ◽  
Usman Aslam ◽  
Ahmad Raza Bilal
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Change Process ◽  
Banking Sector ◽  
Change Readiness ◽  
Readiness For Change ◽  
Rate Of Change ◽  
Content Type ◽  
Learning And Change

Purpose In recent times, progression of technology and growing demands of customers have substantially influenced the services sector to introduce fast real-time mechanisms for providing up-to-mark services. To meet these requirements, organizations are going to change their end-user operating systems but success rate of change is very low. The purpose of this paper is to address one of the practitioners’ complaint “no one tells us how to do it” and uncovers the indirect effects of knowledge management (KM) strategies: personalization and codification, toward organizational change via organizational learning and change readiness. The current study also highlights how organizational learning and change readiness are helpful to reduce the detrimental effects of organizational change cynicism toward success of a change process. Design/methodology/approach Temporal research design is used to get the appropriate responses from the targeted population in two stages such as pre-change (Time-1) and post-change (Time-2). In cumulative, 206 responses have been obtained from the banking sector of Pakistan. Findings The results of the current study are very promising as it has been stated that KM strategies have an indirect effect on successful organizational change through organizational learning and change readiness. Moreover, change cynicism has a weakening effect on a change process and can be managed through effective learning orientation of employees and developing readiness for change in organizations. Research limitations/implications Change agents have to use an optimal mix of personalization and codification strategies to develop learning environment and readiness for change in organizations that are beneficial for implementing a change successfully. Moreover, change readiness and organizational learning in the context of change are equally beneficial to reduce organizational change cynicism as well. Originality/value This study is introducing a unique model to initiate a change with the help of KM strategies, organizational learning and readiness for change.

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.

Employee championing behavior in the context of organizational change: a proposed framework for the business organizations in Bangladesh

2020 ◽  
Vol 14 (5) ◽  
pp. 735-757 ◽  
Author(s):  
M. Nazmul Islam ◽  
Fumitaka Furuoka ◽  
Aida Idris
Keyword(s):  
Organizational Change ◽  
Conceptual Framework ◽  
Work Engagement ◽  
Influential Factors ◽  
Business Leaders ◽  
Future Research ◽  
Organizational Alignment ◽  
Business Organizations ◽  
Content Type ◽  
Trust In Leadership

Purpose The purpose of this paper is to propose a conceptual framework for ensuring employee championing behavior (ECB) during organizational change for business organizations in Bangladesh. Design/methodology/approach On the basis of previous literature, this paper proposed a framework for ensuring ECB during organizational change. Findings This paper proposed transformational leadership (TL), which enhances the championing behavior of the employee. In addition, valence, work engagement and trust in leadership act as potential mediators between TL and championing behavior. This paper also proposed organizational alignment (OA) as a potential moderator that influences ECB in the context of organizational change. Research limitations/implications This paper highlights numerous influential factors that enhance ECB. This proposed conceptual framework will be validated by the empirical evidence in future research. Practical implications This paper provides new insights for business leaders to understand the importance of ECB during organizational change. Moreover, this research underlined the effectiveness of valence, work engagement and trust in leadership and OA to nurture ECB in the time of organizational change, which helps managers of the business organizations to make efficient strategies to tackle organizational change. Originality/value This paper adopted Kurt Lewin’s change management theory and integrated with different factors associated with organizational change (TL, valence, work engagement, trust in leadership and OA) to propose a model to understand the mechanism of enhancing ECB in the context of change in Bangladesh’s business organizations.

Optimum Structure of the Banking Market: How Many Banks Are Necessary for Russia?

2006 ◽  
pp. 75-92 ◽  
Author(s):  
S. Moiseev
Keyword(s):  
Banking Sector ◽  
Optimum Structure ◽  
Population Number ◽  
The Third ◽  
Banking Market ◽  
The World ◽  
The Usa ◽  
Per Capita ◽  
The Empirical Analysis ◽  
Equilibrium Number

The number of classical banks in the world has reduced. In the majority of countries the number of banks does not exceed 200. The uniqueness of the Russian banking sector is that in this respect it takes the third place in the world after the USA and Germany. The paper reviews the conclusions of the economic theory about the optimum structure of the banking market. The empirical analysis shows that the number of banks in a country is influenced by the size of its territory, population number and GDP per capita. Our econometric estimate is that the equilibrium number of banks in Russia should be in a range of 180-220 units.

Russian Banking Sector under World Financial Market Uncertainty: Problems and Prospects

2008 ◽  
pp. 4-19 ◽  
Author(s):  
A. Ulyukaev ◽  
E. Danilova
Keyword(s):  
Emerging Markets ◽  
Financial Market ◽  
Banking Sector ◽  
Financial System ◽  
Local Market ◽  
Market Uncertainty ◽  
Balanced Growth ◽  
Banking Sector Development ◽  
The World ◽  
The Usa

The authors point out that the local market crisis - on the USA substandard loan market - has led to the uncertainty of the world financial market. It has caused the growing demand for liquidity in the framework of the world financial system. The Russian banking sector seems to be more stable under negative changes than banking systems of other emerging markets. At the same time one can assume that the crisis will become the factor of qualitative shift in the character of the Russian banking sector development - the shift from impetuous to more balanced growth.

Changes in commitment to change among leaders in home help services

2015 ◽  
Vol 28 (3) ◽  
pp. 216-227 ◽  
Author(s):  
Kristina Westerberg ◽  
Susanne Tafvelin
Keyword(s):  
Organizational Change ◽  
Structured Interviews ◽  
Change Initiatives ◽  
Commitment To Change ◽  
Content Type ◽  
Team Meetings ◽  
Home Help ◽  
Home Help Services ◽  
One Year ◽  
Over Time

Purpose – The purpose of the this study was to explore the development of commitment to change among leaders in the home help services during organizational change and to study this development in relation to workload and stress. During organizational change initiatives, commitment to change among leaders is important to ensure the implementation of the change. However, little is known of development of commitment of change over time. Design/methodology/approach – The study used a qualitative design with semi-structured interviews with ten leaders by the time an organizational change initiative was launched and follow-up one year later. Thematic content analysis was used to analyze the interviews. Findings – Commitment to change is not static, but seems to develop over time and during organizational change. At the first interview, leaders had a varied pattern reflecting different dimensions of commitment to change. One year later, the differences between leaders’ commitment to change was less obvious. Differences in commitment to change had no apparent relationship with workload or stress. Research limitations/implications – The data were collected from one organization, and the number of participants were small which could affect the results on workload and stress in relation to commitment to change. Practical implications – It is important to support leaders during organizational change initiatives to maintain their commitment. One way to accomplish this is to use management team meetings to monitor how leaders perceive their situation. Originality/value – Qualitative, longitudinal and leader studies on commitment to change are all unusual, and taken together, this study shows new aspects of commitment.

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