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.

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.

scholarly journals The Grounded Theory Perspective: Human Resource’s Characteristics In Supporting Risk-Based Management Implementation

2020 ◽  
Vol 10 (3) ◽  
Author(s):  
Aviani Widyastuti ◽  
Mudrifah Mudrifah
Keyword(s):  
Risk Management ◽  
Grounded Theory ◽  
Public Sector ◽  
Transfer Of Knowledge ◽  
Job Descriptions ◽  
Non Profit ◽  
Grounded Theory Research ◽  
Study Results ◽  
Public Sector Organizations ◽  
The Right

This study aims to develop employee organizations' role in implementing risk management in public sector organizations. This study's character uses several indicators, including values, attitudes, interests, and religion. The research was conducted at public sector organizations in the non-profit category, Infaq Amal Zakat and Shodaqoh Muhammadiyah (LAZISMU) in Malang City. The research method used is grounded theory research with a qualitative approach, in which data research uses structured and open interview techniques. The collected data will be analyzed using grounded theory analysis techniques. The study results found several factors, as seen from their abilities, values, attitudes, interests, and religiosity, in supporting the implementation of risk management in Malang. These characteristics include working with time, the right placement of human resources, mastery of job descriptions, information, ability, and transfer of knowledge, in terms of values, including cooperation, responsibility, democracy, solidarity, humanity, honesty, order, and discipline. In terms of attitude, including being wise, with integrity, cooperative, open, and selective. In terms of interest, it is shown by being participatory, actualizing, and proactive.Meanwhile, in terms of religiosity, it includes the mandate to carry out duties, desire in preaching, and personal needs to fill charity activities with full volunteerism. 

The Roles of Business Process Modeling and Business Process Reengineering in E-Government

2020 ◽  
pp. 2236-2267 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Public Sector ◽  
Business Process ◽  
Process Modeling ◽  
Business Process Reengineering ◽  
Business Process Modeling ◽  
Process Reengineering ◽  
Organizational Goals ◽  
Public Sector Organizations ◽  
Resource Requirements ◽  
Business Process Modeling Notation

This chapter reveals the roles of business process modeling (BPM) and business process reengineering (BPR) in eGovernment, thus describing the concepts of eGovernment and BPM; BPM methodologies; business process modeling notation (BPMN); the importance of BPR in government-to-citizen (G2C) e-commerce; the relationship between BPM and eGovernment-based citizen satisfaction; the application of BPR in eGovernment; and the implementation of eGovernment through BPM. eGovernment is a modern trend that is driven by the advances in BPM and BPR as well as the aspirations of citizens who place increasing demands on governments' service. By modeling business processes in eGovernment, public sector organizations can achieve improvements in transparency and reduction in costs and resource requirements, resulting in improved business performance and compliance. The chapter argues that applying BPM and BPR in eGovernment has the potential to enhance public sector performance and achieve organizational goals in public sector organizations.

scholarly journals Organizational Transformation in Public Sector Organizations of Pakistan in the Quest of Change Management

2013 ◽  
Vol 6 (16) ◽  
pp. 3086-3093 ◽  
Author(s):  
Faisal Shafique Butt ◽  
Tariq Rafique ◽  
Samina Nawab ◽  
Najeeb A. Khan ◽  
Ahmed Raza
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Organizational Transformation ◽  
Public Sector Organizations

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.

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.

Change management through leadership: the mediating role of organizational culture

2017 ◽  
Vol 25 (4) ◽  
pp. 723-739 ◽  
Author(s):  
Abdulla Ahmed Al-Ali ◽  
Sanjay Kumar Singh ◽  
Moza Al-Nahyan ◽  
Amrik Singh Sohal
Keyword(s):  
Organizational Culture ◽  
Public Sector ◽  
Change Management ◽  
Planned Change ◽  
Service Organizations ◽  
Content Type ◽  
Mediating Role ◽  
Public Sector Organizations ◽  
Public Sector Service

Purpose This paper aims to examine the influence of change leadership on organizational culture and change management practices in public-sector firms in the United Arab Emirates (UAE). It also examines the mediating role of organizational culture on the interactions between leadership and change management programmes in the organization. Design/methodology/approach An empirical test of the hypotheses using confirmatory factor analysis and structural equation modelling were applied to data collected from 210 middle-management respondents of public-sector organizations in the UAE. Findings The findings suggest that change-oriented leadership has a positive and significant direct effect on planned change (ß = 0.20, p < 0.01) and a positive and significant but indirect effect on planned change (ß = 0.279, p < 0.01) and emergent change (ß = 0.262, p < 0.01) change. Furthermore, hierarchical culture was found to positively and significantly impact directly on both planned (ß = 0.480, p < 0.001) and emergent (ß = 0.245, p < 0.01) change management in the UAE public-sector service organizations. Practical implications Based on the study’s findings, the role of the hierarchical culture in effecting change in the UAE public-sector organizations provides new and significant insights into the research literature on organizational culture as regards change management issues and the challenges facing these organizations. Originality/value The study makes a significant original contribution toward knowledge on the management of organizational change in UAE public-sector service organizations. It has practical implications for managers and leaders confronting organizational change management in the UAE.

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.

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

scholarly journals THE IMPORTANCE OF A TRANSFORMATIONAL LEADERSHIP MODEL IN MANAGING ORGANIZATIONAL CULTURE

2020 ◽  
Vol 2 (1) ◽  
Author(s):  
Salsabiila Astari Putri ◽  
Alif Mirzania ◽  
Dr. Dody Hartanto, M.Pd
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Organizational Change ◽  
Change Management ◽  
Positive Relationship ◽  
Leadership Model ◽  
Significant Positive Relationship ◽  
Complex Processes ◽  
Change Leaders ◽  
The Right

In today's world conditions, everything can change very quickly. Change management is a series of systematic and complex processes that must be carried out by an organization to survive. Changes in the organization must be able to be managed properly to achieve the goals desired by the organization. Besides that, the organization as a complex unit also consists of various cultures. In this case, one of the right steps, so that management of organizational change can be managed properly, is by determining change leaders with transformational leadership models. Through review journals, a significant positive relationship between transformational leadership and the management of change within the organization will be presented.

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