Are the Competency-Based Risk Management Certificate Holders Ready for Change? A Descriptive Study of Readiness for Change

Organizations need to make effective changes to address VUCA conditions to survive and be sustainable. The readiness of members of the organization to make changes plays an essential role in ensuring the effectiveness of organizational's change. As a member of an organization, the risk management certificate holder is expected to be capable of ability and psychologically ready for organizational changes in implementing risk management. This study aims to provide empirical evidence regarding the readiness of competency-based risk management certificate holders to make changes, especially to implement more mature risk management in organizations. This study used a quantitative descriptive approach with a survey method. The survey was conducted online using a self-administered questionnaire modified and adapted from the Organizational Readiness for Implementing Change measurement tool. The sample in this study focused on individuals who have a general competency-based risk management certificate—the sampling technique conducted by convenience sampling technique. Regarding data analysis, the researcher used descriptive statistical analysis. This study indicates that 54.5% of competency-based risk management certificate holders have a high level of readiness compared to individuals in their group. It shows that risk management certificate holders have high readiness to make changes to implement risk management in their organization. The findings of the two dimensions also form the variable, namely, change commitment and change efficacy. The results show that the competency-based risk management certificate holders' change commitment impacts their readiness to make changes than their change efficacy. It indicates that the certificate holders have a higher share resolved to pursue the action than their shared belief in the collective capabilities to organize and execute the change in the organizations. From the findings of this study, organizations can develop strategies to further increase the confidence of their shared capabilities in organizations, especially for individual risk management certificate holders, so that the effectiveness of changes made by the organization in implementing risk management will be higher.

Structural readiness to implement community-wide mass drug administration programs for soil-transmitted helminth elimination: results from a three-country hybrid study

Background Current soil-transmitted helminth (STH) control programs target pre-school and school-age children with mass drug administration (MDA) of deworming medications, reducing morbidity without interrupting ongoing transmission. However, evidence suggests that STH elimination may be possible if MDA is delivered to all community members. Such a change to the STH standard-of-care would require substantial systems redesign. We measured baseline structural readiness to launch community-wide MDA for STH in Benin, India, and Malawi. Methods After field piloting and adaptation, the structural readiness survey included two constructs: Organizational Readiness for Implementing Change and Organizational Capacity for Change. Sub-constructs of organizational readiness include change commitment and change efficacy. Sub-constructs of organizational capacity include flexibility, organizational structure, and demonstrated capacity. Survey items were also separately organized into seven implementation domains. Surveys were administered to policymakers, mid-level managers, and implementers in each country using a five-point Likert scale. Item, sub-construct, construct, and domain-level medians and interquartile ranges were calculated for each stakeholder level within each country. Results Median organizational readiness for change scores were highest in Malawi (5.0 for all stakeholder groups). In India, scores were 5.0, 4.0, and 5.0 while in Benin, scores were 4.0, 3.0, and 4.0 for policymakers, mid-level managers, and implementers, respectively. Median change commitment was equal to or higher than median change efficacy across all countries and stakeholder groups. Median organizational capacity for change was highest in India, with a median of 4.5 for policymakers and mid-level managers and 5.0 for implementers. In Malawi, the median capacity was 4.0 for policymakers and implementers, and 3.5 for mid-level managers. In Benin, the median capacity was 4.0 for policymakers and 3.0 for mid-level managers and implementers. Median sub-construct scores varied by stakeholder and country. Across countries, items reflective of the implementation domain ‘policy environment’ were highest while items reflective of the ‘human resource’ domain were consistently lower. Conclusion Across all countries, stakeholders valued community-wide MDA for STH but had less confidence in their collective ability to effectively implement it. Perceived capacity varied by stakeholder group, highlighting the importance of accounting for multi-level stakeholder perspectives when determining organizational preparedness to launch new public health initiatives. Trial registration NCT03014167

Assessing Organizational Culture: An Important Step for Enhancing the Implementation of Junior High School-Based Pesantren

Pesantren is required to be competitive in the field of science. The presence of the SMP-BP program is one of the efforts to improve science education in Islamic boarding schools. Leadership and culture are essential factors in encouraging the level of organisational management effectiveness. This article aims to deepen knowledge of practices in pesantren culture and its dynamics concerning the effectiveness of pesantren organisations (SMP-BP implementation). The research paradigm is qualitative. Data is obtained through interviews and observations. This research involved pesantren managers consisting of leaders, deputy leaders, and several pesantren teachers in Aceh Tenggara district. This research is necessary because it examines a culture in a practical perspective that visualises and concretises the complexities in Islamic boarding school culture concerning the dynamics of work improvement. The results showed that the formation of pesantren culture is a fundamental principle in creating organisational effectiveness. This study investigates the forms of practice carried out by pesantren managers in increasing organisational effectiveness. Identifying the improvement in the management of pesantren is influenced by the policy factors of the pesantren leadership. Three practices identified in an organisational culture approach are leadership mechanisms, management revitalisation, change commitment, and building organisational culture. The research has implications as material for further studies on strengthening organisational culture both contextually and conceptually on the dynamics of education management.

Organisational Readiness for Implementing an Internet-Based Cognitive Behavioural Therapy Intervention for Depression across Community Mental Health Services in Albania and Kosovo: A Directed Content Qualitative Study. (Preprint)

BACKGROUND The use of digital mental health (MH) programs such as internet-based cognitive behavioural therapy (iCBT) hold promise in increasing the quality and access of MH services. However very little research has been conducted in understanding the feasibility of implementing iCBT in Eastern Europe. OBJECTIVE To qualitatively examine organisational readiness for implementing iCBT for depression within community MH centres (CMHCs) across Albania and Kosovo. METHODS Qualitative semi-structured focus group discussions (FGDs) guided by Bryan Weiner’s model of organisational readiness for implementing change were conducted. The questions broadly explored shared determination to implement change, (change commitment), and shared belief in their collective capability to do so (change efficacy). Data were collected between November and December 2017. A range of healthcare professionals working in and in association with the CMHCs were recruited from three CMHCs in Albania, and four CMHCs in Kosovo, which are participating in a large multinational trial on the implementation of iCBT across nine countries (Horizon 2020 ImpleMentAll project). Data were analysed using a directed approach to qualitative content analysis, which used a combination of both inductive and deductive approaches. RESULTS Six FGDs involving 69 MH care professionals were conducted. Participants from Kosovo (n=36) and Albania (n=33) were mostly female (n=48, 69.9%) and nurses (n=26, 37.7%), with an average age of 41.3 years. A qualitative directed content analysis revealed several barriers and facilitators potentially affecting the implementation of digital CBT interventions for depression in community MH settings. While commitment for change was high, change efficacy was limited due to a range of situational factors. Barriers impacting ‘change efficacy’ included lack of clinical fit for iCBT, high stigma affecting help-seeking behaviours, lack of human resources, poor technological infrastructure, and high caseload. Facilitators included having a high interest and capability in receiving training for iCBT. For ‘change commitment’, participants largely expressed welcoming innovation and that iCBT could increase access to treatments for geographically isolated people, and reduce the stigma associated with MH care. CONCLUSIONS In all, participants perceived iCBT positively in relation to promoting innovation in MH care, increasing access to services and reducing stigma. On the other hand, a range of barriers were also highlighted in relation to accessing the target treatment population, a culture of MH stigma, underdeveloped ICT infrastructure and limited appropriately trained healthcare workforce. Such barriers may be addressed through, (a) a public facing campaign that addresses MH stigma, (b) service-level adjustments that permit staff with the time, resources and clinical supervision to deliver iCBT, and (c) establishment of suitable clinical training curriculum for healthcare professionals. CLINICALTRIAL ClinicalTrials.gov NCT03652883. 29 August 2018

The Effect of Job Satisfaction, Leader Member Exchange to Change Commitment with Work Motivation as Mediator

This study aims to obtain a model of the structural relationship between change commitment, work motivation, job satisfaction and leader member exchange in BPJS Health Jakarta. The variables in this study are exogenous variables consisting of job satisfaction and leader member exchange, the mediator variable is work motivation and the endogenous variable is change commitment. As a hypothesis in this study is a theoretical model of the effect of job satisfaction and leader member exchange on change commitment with work motivation as mediator match (fit) with empirical data on BPJS Health employees in Jakarta. The research subjects were 250 BPJS Health employees in Jakarta. The data collection technique was carried out with the Hersovitch and Meyer's Commitment for Organizational Change Scale, the work motivation scale constructed by the author, the Job Satisfaction Scale from Janićijević, Kovačević and Petrović, and the LMX Scale from Greguras and Ford. The data analysis technique was carried out using SEM (Structural Equation Model) which processing was carried out using the Lisrel (Linear Structural Relationship) program. The results showed that the theoretical model of the effect of job satisfaction, leader member exchange to change commitment with work motivation as mediator matched (fit) with empirical data, with NFI values of 0.97, CFI of 0.98 and RFI of 0.96.

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

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.

Evolution of Transparency Reporting towards Effective Transition to Low Carbon Economy in Vietnam

The paper analyzed the evolution of policies to reduce GHG emissions reduction in Vietnam, primarily to fulfill its transparency commitment under the UNFCCC and the Paris Agreement. The uncertainty in the transparency rules of the Paris Agreement will be considered to sketch-out the most likely options for developing national policies to meet the future transparency requirements. The key actors and factors in Vietnam impacted by the policies are illustrated. To analyze the extent of penetration of transparency actions and future potentials provided these options, the progress of building congruence toward domesticating international norms of climate change in Vietnam by empirical assessment of the readiness to implement the ETF is conducted. In their turns, the way each relevant stakeholder responded to newly introduced requirements has a profound impact on policy making and enforcement in Vietnam and can represent a typical example of how the community react to a shift in transparency frameworks. Besides, the paper explores how the transparency policies will imply on the monitoring the transition to a low carbon economy in Vietnam under those reactions and the recommend the way forwards that the country may adopt to make its climate change commitment achieved and benefit significantly from the process.