Impact of employees psychological and financial predictors for readiness to organizational change

This study focuses on employees’ psychological and financial predictors to know the employees reaction regarding change. One hundred forty one surveys were returned from full time teaching staff working in public sector universities of Pakistan. The findings indicate significant relationships between readiness to change and psychological and financial predictors. First time job involvement, training and skills development, pays/wages/fringe benefits and promotions predictors have been examined for readiness to change. Results indicate no relationship between readiness to change and employees’ organizational commitment. However, employees’ job involvement, training and skills development pays/wages/fringe benefits, and promotions have positive impact on readiness to change. This study may contribute in the literature on change management particularly for developing countries and may assist the management and practitioners of Human Resources Management (HRM), Human Resources Development (HRD), and Organizational Behaviour (OB) in assessing, designing and evaluating new or existing programs for organisational change

Employee Perspectives of Working Remotely During the COVID-19 Pandemic: Ministry of Education in the United Arab Emirates

The global outbreak of the COVID-19 pandemic has altered the way work is performed, shifting it from conventional offices into virtual environments. The United Arab Emirates (UAE) has attempted to face and embrace these challenges nationally in a supportive and coordinated manner, offering reasoned solutions with the wise vision and continuous support of its leadership. This paper examines the transition of work at one of the most influential entities in the UAE; the Ministry of Education (MOE). The purpose here is to highlight the impact of this transition on employees of all levels within the ministry. This paper evaluates the experience of remote working at the MOE from employees’ perspectives by assessing the following key factors: MOE readiness, employee satisfaction, and employee productivity. For this purpose, a survey of around 1,500 employees was conducted and analyzed, where each of these three key factors was broken down into several contributing factors. This paper offers insights regarding the activation of remote working systems for employees in response to unanticipated incidents, highlighting a variety of factors which contribute to their readiness, satisfaction, and productivity. This study analyzes the value and originality of MOE remote working practices and their impact on the wider community. Keywords: Working remotely, telework, remote work, virtual environments, COVID19 DOI: 10.7176/EJBM/12-33-03 Publication date: November 30th 2020

Participation and organizational commitment during change: From utopist to realist perspectives

Trust has a great potential for furthering our understanding of organizational change and learning. This potential however remains largely untapped. It is argued that two reasons as for why this potential remains unrealized are: (i) A narrow conceptualization of change as implementation and (ii) an emphasis on direct and aggregated effects of individual trust to the exclusion of other effects. It is further suggested that our understanding of the effects of trust on organizational change, should benefit from including effects of trust on the formulation stage. It should also benefit from exploring the structuring effects of trust in organizations. Throughout this chapter, ways to extend current research on trust in organizations are suggested. The chapter also provides examples of relevant contributions where available. In order to capture organizational effects of trust, it is suggested that trust should be studied over longer time intervals, and include several referents of trust, spanning both horizontal and vertical relationships in the organizatio

The elicitation of key performance indicators of e-government providers: A bottom-up approach

Copyright @ 2013 EMCIS.Delivering an adequate e-Government service (e-service) is becoming more of a necessity in today's digital world. In order to improve e-services and increase the engagement of both users' and providers' side, studies on the performance evaluation of such provided e-services are taking places. However a clear identification of the key performance indicators from the e-Government providers’ side is not well explored. This shortcoming hampers the conduct of a holistic evaluation of an e-service provision from the perspective of its stakeholders in order to improve e-services as well as to increase e-services take-ups. In this paper, a systematic process to identify indicators is implemented based on a bottom-up approach. The process used three focus-group meetings with providers, users, and academics in Qatar, Lebanon and UK to collect, identify and validate key indicators from the perspective of e-services’ providers. The approach resulted in the identification of five factors levels (service, technology, employees, policy and management and social responsibilities) with fifteen sub-categories of SMART variables. Hence, leading to the development of a new model, STEPS, that can fully explain and predict e-government success from the providers’ point of view. It will work as a strategic management tool to align various stakeholders on common goal and values based on evidence based evaluation of e-services using smart measurable indicators for the improvement of an e-service at the engagement level in the field of e-government. In addition, other fields can benefit from the outcome of this work, such as logistics service providers, who make their services available across new and existing relationships between the Internet commerce firms, their customers, and their vendors

Getting to a culture of assessment : antecedents to change readiness.

Paramount to the success of any assessment initiative is an organization that supports and welcomes the processes that will influence meaningful change. To create this culture of assessment, librarians must generate stakeholder buy-in. By synthesizing the prior research in Business Management and Organizational Psychology, we propose antecedents to buy-in to creating a culture of assessment that can provide a theoretical framework for meaningful organizational change on any scale. We situate the conceptual antecedents to buy-in, Management Needs and Employee Needs, through a familiar tool for assessment librarians: Suggestion Systems

Change Readiness Factors influencing employees’ readiness for change within an organisation : A systematic review

Master's thesis Business Administration BE501 - University of Agder 2017External and internal factors are constantly forcing organisations to change; in order for organisations to survive and change successfully it is crucial to respond quickly. Readiness for change and actions undertaken in the implementation of change serve as key constructs for the success of a change effort. Readiness for change is well known as a tool for decreasing resistance to change, but exactly what factors will create this condition and in what order the steps must occur has been studied less extensively. The term readiness for change goes all the way back to Kurt Lewin’s (1951) three-step model, in which the first step, unfreezing, refers to the creation of change readiness. Armenakis, Harris & Mossholder (1993) later expanded this approach by making their own model for readiness for change called the ‘message’. The model is well-known in the field of readiness for change, and consist of five components; (a) discrepancy; (b) principal support; (c) self-efficacy; (d) appropriateness; and (e) personal valence. Change readiness or readiness for change can be defined as how the attitudes, beliefs, and intentions of an organisation’s members recognise the need for change as well as the organisation’s own capability to accomplish these changes (Armenakis et al., 1993). We chose to conduct a systematic review using a narrative synthesis approach. Our aim was to collect various studies and articles, both qualitative and quantitative, in order to extract evidence regarding the factors that have the biggest impact on readiness for change. We started by collecting 500 articles, and after going through several exclusion processes, we ended up with 26 articles. These 26 articles were then analysed and systematised in various tables. Results show that the factors of ‘the message’ (especially self-efficacy), transformational leadership, development climate, participation, trust in management, organisational justice, and commitment had the greatest impact on change readiness, both directly and indirectly. These results were also supported by the literature on change readiness. Further, we constructed a model to show the most efficient way of gaining successful change readiness within an organisation

THE MODERATING EFFECT OF INDIVIDUAL EMPLOYEE ATTRIBUTES ON THE RELATIONSHIP BETWEEN MANAGERIAL COMMUNICATION AND EMPLOYEE JOB SATISFACTION IN TIMES OF CHANGE

Change is common within organizations today, and companies are seeking employees who will adapt to the changes with a minimum level of disruption to the organization. Although a large literature base exists outlining ways to implement and manage change efforts from both research and practitioner perspectives, many change initiatives do not meet expectations. A lack of communication from management has been identified as a major contributor to resistance to change. As such, managerial communication plays an integral role in the change management process. This study investigated the moderating role of three individual employee attributes (i.e., organizational trust, managerial trust, and openness to change) on the relationship between managerial communication and employee job satisfaction during times of organizational change. A sample of 324 surveys from students enrolled in master’s and PhD programs in business and human resource development at three universities were used to test the hypothesized relationships. While support was not found for the hypothesized moderating relationships, statistically significant correlations between constructs were found. The implications of this study’s findings for research, theory, and practice are delineated, along with suggestions for future research studies

Autonomy and Empowerment to be Creative and Engaged in a Collaborative Culture

This document is an Organizational Improvement Plan (OIP). The purpose of the OIP is to address a specific problem of practice (PoP) at a private career college in Ontario (the College). The PoP at the College is the need for instructors to have autonomy and empowerment to be creative and engaged in a collaborative culture. An organizational analysis at the College determined that the present functionalist theoretical organizational framework and its hierarchical structure inhibit collaboration. After a comprehensive review of scholarly literature, this OIP recommends that a postmodernist theoretical organizational framework and a follower-centric approach to leadership using the transformational and authentic leadership theories be implemented. To substantiate the robustness of the recommendation, peer-reviewed articles and published books on educational leadership are chosen as they are established literature; over 200 references are used. A 3-pronged solution comprising defined autonomy, a collaborative council, and a community of practice is suggested. Kotter’s (1996) change process, congruent with postmodernism as well as the transformational and authentic leadership approaches, will guide the implementation of the change intervention. An implementation plan is developed and monitoring and evaluation strategies are advanced. Face-to-face meetings including one-on-one interviews, considered rich media, along with surveys and focus groups, are utilized to ensure optimal stakeholder engagement. This OIP then presents a communication plan that will inform and raise the awareness of stakeholders of the need for change while actively engaging them in bringing the change to fruition. Keywords: leadership, autonomy, empowerment, collaboration, functionalism, postmodernis

Faculty Research in Progress, 2018-2019

The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty\u27s research continues to find its way into the very best industrial relations, social science and statistics journal

Improving the Professional Capacity of Campus Administrators at a Multi-Campus College

The institutional knowledge gap for campus administrators (CAs) across a multi-campus college is the Problem of Practice (PoP) to be addressed in this Organizational Improvement Plan (OIP). A multi-campus college has initiated a new professional development review (PDR) for CAs to improve professional excellence across the organization. The PDR launched to identify professional development needs for college managers, to improve operational efficiency, and to help the college achieve its strategic goals. CAs shoulder the responsibility for the campus-level implementation of college policies and procedures which necessitates a firm understanding of college operations and effective leadership and management skills. When there are knowledge gaps, there is a risk of inconsistent application of college directives across the campuses. Creating learning opportunities for both new and current CAs would lead to strong PDR outcomes, improved professional capacity, equitable access to learning, and consistent campus operations. The principles of social network theory in conjunction with team and transformational leadership will guide the development of solutions to address this PoP. Developing both formal and informal learning opportunities can create an organization that supports and grows the professional capacity of CA team. Therefore, an onboarding program coupled with a networked learning community is proposed to increase professional development opportunities for CAs. The implementation of the change initiative at the college will be guided by the change path model and the plan-do-study-act cycle. The outcomes of this OIP can be extended to other college department managers and other multi-campus educational institutions