Achieving readiness for organisational change

Smith, Ian

doi:10.1108/01435120510623764

Cited by 93 publications

(95 citation statements)

References 3 publications

(1 reference statement)

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“…In meeting the above aims, the authors firstly contrast the influence of behavioral (extrinsic) and attitudinal (intrinsic) factors on employee reactions to change, noting that despite the prevalence of readiness change factors, researchers have not systematically tested the combined influence of both behavioral (extrinsic) and attitudinal (intrinsic) factors during organizational change (Armenakis et al, 1993;Chang, 1999;Elias, 2009). Following this, the authors demonstrate how employees' mental templates affect their choice to engage in organization goals, wherein the theoretical importance of the context of readiness to change is 6 discussed (Armenakis et al, 1993;Bernerth, 2004;Desplaces, 2005;Smith, 2005;Choi and Ruona, 2010) and a rationale for developing an empirical investigation approach is provided with resulting findings from a public sector case organisation where organisational change was in effect. This further supports the literature and topical debate in the field which asserts that attitudes and behaviors can be developed by a choice of employees, rather than a forced adaptation, as attitudes are generally reflected through salary, job promotion, organizational loyalty and organizational identification factors.…”

Section: Insert Figure 1 Herementioning

confidence: 99%

Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors

Shah

Irani

Sharif

2017

Journal of Business Research

192

127

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This research highlights a contextual application for Big Data within a HR case study setting. This is achieved through the development of a normative conceptual model that seeks to envelop employee behaviours and attitudes in the context of organisational change readiness. This empirical application considers a data sample from a large public sector organization and through applying Structural EquationModelling (SEM) identifies salary, job promotion, organizational loyalty and organizational identity influences on employee job satisfaction (suggesting and mediating employee readiness for organizational change). However in considering this specific context, the authors highlight how, where and why such a normative approach to employee factors may be limited and thus, proposes through a framework which brings together Big Data principles, implementation approaches and management commitment requirements can be applied and harnessed more effectively in order to assess employee attitudes and behaviours as part of wider HR predictive analytics (HRPA) approaches. The researchers conclude with a discussion on these research elements and a set of practical, conceptual and management implications of the findings along with recommendations for future research in the area.

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Section: Insert Figure 1 Herementioning

confidence: 99%

Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors

Shah

Irani

Sharif

2017

Journal of Business Research

192

127

View full text Add to dashboard Cite

show abstract

“…this construct involves "organizational members' beliefs, attitudes and intentions regarding the extent to which changes are needed and the organization's capacity to successfully make those changes" (armenakis, harris & Mossholder, 1993, pp. 282-283), and is considered a critical factor in ensuring that change initiatives are successful (chapman, 2002;chawla & Kelloway, 2004;smith, 2005a, 2005bWeber & Weber, 2001). …”

Section: Resistance To Change and Readiness For Changementioning

confidence: 99%

Logo-od: The applicability of Logotherapy as an organisation development intervention

2008

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AbstrActthe study investigated the relationship between "resistance to or readiness for change" (ror-change) and "meaning seeking", and whether a logotherapy-based intervention -Logo-OD -would impact on resistance to change. a quasi-experimental design and various statistical procedures were applied to test formulated hypotheses. of a survey population of 1 637 individuals, 193 and 76 respondents formed part of the pre-and post-test samples respectively. Whereas a significant relationship was established between said constructs, no significant effect of Logo-OD was observed. These results supported the primary conclusions emanating from the literature: the role of logo-oD is one of a positive trigger event for organisational change.

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“…The key element is change in BPR, thus the attitudes of top managers and workers towards this change determine the fate of BPR. The premises of these attitudes are expectations from the change (Mossholder, Settoon, Armenakis, & Harris, 2000) and the coherence between these expectations and perceived results obtained (Smith, 2005). The fear that managers or workers have for the change should be directed before implementing BPR, thus positive attitudes should be developed (Lines, 2005) so that workers (Morris & Brandon, 1993) and managers (Amanquah & Adjei, 2013) can fully commit themselves.…”

Section: Business Process Reengineering (Bpr): Definitions and Importmentioning

confidence: 99%

A Research on the Relationship between Top Managers’ Intelligence and Their Ideas about Business Process Reengineering: Consideration of Emotionality and Spirituality

Ayranci¹,

Ayrancı²

2015

IBR

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With its dramatic boosts to effectiveness and efficiency, Business Process Reengineering (BPR) is a crucial tool for business success, thus countless businesses in various industries are inspired to get its benefits. Though these benefits are heavily related to technical matters such as cost, speed and quality; there is also a human side associated with BPR. This study is interested in an odd dimension of this human side: top managers' emotional and spiritual intelligence. More precisely, top managers' emotional and spiritual intelligences are believed to be related with their ideas about the targets and critical success factors of BPR. This study not only scrutinizes this belief, but also fills in a great gap as the literature does not offer a similar research. The operationalization stage of the study includes data from top managers of businesses in İkitelli Organized Industrial Zone (OIZ) and the findings clearly point out that top managers' spiritual intelligence is strongly and positively related with their ideas about BPR whereas there is no connection between their emotional capabilities and their mentioned ideas.

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Achieving readiness for organisational change

Cited by 93 publications

References 3 publications

Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors

Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors

Logo-od: The applicability of Logotherapy as an organisation development intervention

A Research on the Relationship between Top Managers’ Intelligence and Their Ideas about Business Process Reengineering: Consideration of Emotionality and Spirituality

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