Investigation of Resistance, Perception and Attitudes of Employees against Change in Information Systems Using Change Management Approach: A Study in a University Hospital

Abstract

The need for change in the rapidly developing health sector is essential for the provision of quality health care services. In this study, the technological change experienced in the process of transition from the old hospital information management system used in a university hospital to the new hospital information management system was discussed and employees’ resistance, perceptions and attitudes to change have been examined through a change management approach. In this study, we aimed to examine the level of usage of the change management tools and change management phases in a university hospital through a change management approach in the transition phase to the new HIS. We also aim to discuss faced problems encountered in the change process, help to create consciousness for management of change, examine behavioural reasons of resistance of healthcare professionals and present our experiences and propose solutions in the view of adoption and acceptance management tools against change in Hospital Information Systems (HIS) for healthcare managers. In the research, it has been observed that in the transition to the new information system, the change management tools are applied partially whereas change management phases have been implemented to a large extent. University hospital employees are resistant to Hospital Information Management System replacement. The most resistant groups are doctors and nurses and the least resistant employees are administrative staff. The rise in hospital revenues following the change is noteworthy.

Internal Decision Factors, Strategic Decision Effectiveness and Resistance to change in KSA Universities

“…Excessive part of works on resistance to change considered the construct a predictor Oreg et al (2009); Oreg (2018); Ileri and Arik (2019); Rojas (2020) or also as criterion variable (Oreg, 2006;van Dam et al, 2008;Berson, 2011 andDorling, 2017). The few exclusion is the recent study by Rafferty and Jimmieson (2017) by considering the mediating effect of behavioural, cognitive and affective resistance to change in the association between "transformational change and psychological well-being".…”