Measurement of Perceived Organizational Readiness for Change in the Public Sector

Cinite, Inta; Duxbury, Linda; Higgins, Chris

doi:10.1111/j.1467-8551.2008.00582.x

Cited by 112 publications

(136 citation statements)

References 48 publications

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“…This is consistent with prior researchers, such as [5] and [6] whereby the implementation of performance measures has been regarded as change effort to improve performance of an organization. Acknowledging the important role played by the management in change initiatives [5], [6], this study aims to examine the attitude of public sector managers towards KPIs in response to change efforts made by the government. It is important to note that the management received information from the policy makers, and then they are responsible for disseminating the information to the middle and lower management and staffs.…”

Section: Introductionsupporting

confidence: 79%

Exploring the Attitude of Managers towards Key Performance Indicators (KPIs) in Response to Public Sector Change: A Rasch Analysis

Aziz¹,

Wee²,

Mahmud³

2015

JOEBM

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Abstract-In enhancing performance of civil services, the Government of Malaysia has taken extensive change initiatives to continuously reform the administration of public sector in Malaysia. The Government Transformation Programme (GTP) has been introduced in 2009 with the aim of improving overall performance of civil personnel and to improve delivery of services towards public at large. Among other change initiatives taken is the implementation of KPI to measure performance of civil personnel. The purpose of this study is to provide extensive review of past literatures regarding to financial management reforms in Malaysian public sector organization which bring to establishment of KPI. This study also aims to investigate the attitude of public sector managers towards KPIs in response to GTP. A total of 40 useable responses were collected from June to August 2012 using a web-based survey. Data was analyzed using Rasch measurement and Winsteps @ 3.72.3. The study indicates that the public sector managers highly recognize the positive attitude towards KPIs as an important driver towards successful implementation of change.Index Terms-Public sector change, key performance indicator (KPI), performance measurement system (PMS), Rasch measurement model.

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Section: Introductionsupporting

confidence: 79%

Exploring the Attitude of Managers towards Key Performance Indicators (KPIs) in Response to Public Sector Change: A Rasch Analysis

Aziz¹,

Wee²,

Mahmud³

2015

JOEBM

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“…99 Where that readiness was lacking, we found evidence of resistance and dilution of the role. Other new mental health roles have also faltered where the emerging role has been subsumed within the prevailing organisational culture and not enabled to assert its distinctiveness.…”

Section: Peer Worker Roles and Organisational Changementioning

confidence: 80%

New ways of working in mental health services: a qualitative, comparative case study assessing and informing the emergence of new peer worker roles in mental health services in England

Gillard

Edwards

Gibson

et al. 2014

Health Services and Delivery Research

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BackgroundA variety of peer worker roles are being introduced into the mental health workforce in England, in a range of organisational contexts and service delivery settings. The evidence base demonstrating the effectiveness of peer worker-based interventions is inconclusive and largely from outside England. An emerging qualitative literature points to a range of benefits, as well as challenges to introducing the peer worker role.AimsIn this study we aimed to test the international evidence base, and what is known generally about role adoption in public services, in a range of mental health services in England. We also aimed to develop organisational learning supporting the introduction of peer worker roles, identifying learning that was generic across mental health services and that which was specific to organisational contexts or service delivery settings.TeamThe research was undertaken by a team that comprised researchers from a range of academic and clinical disciplines, service user researchers, a peer worker, and managers and service providers in the NHS and voluntary sector. Service user researchers undertook the majority of the data collection and analysis. We adopted a coproduction approach to research, integrating the range of perspectives in the team to shape the research process and interpret our findings.Study designThe study employed a qualitative, comparative case study design. We developed a framework, based on existing evidence and the experiential insight of the team, which conceptualised the challenges and facilitators of introducing peer worker roles into mental health services. The framework was used to inform data collection and to enable comparisons between different organisational contexts, service delivery settings and the perspectives of different stakeholders.SettingsThe study took place in 10 contrasting cases comprising mental health NHS trusts, voluntary sector service providers and partnerships between the NHS and voluntary sector or social care providers. Peer workers were employed in a variety of roles, paid and unpaid, in psychiatric inpatient settings, community mental health services and black and minority ethnic (BME)-specific services.ParticipantsParticipants were 89 people involved in services employing peer workers, recruited purposively in approximately equal proportion from the following stakeholder groups: service users; peer workers; (non-peer) coworkers; line managers; strategic managers; and commissioners.Data collectionAll participants completed an interview that comprised structured and open-ended questions. Structured questions addressed a number of domains identified in the existing evidence as barriers to, or facilitators of, peer worker role adoption. Open-ended questions elicited detailed data about participants’ views and experiences of peer worker roles.Data analysisStructured data were analysed using basic statistics to explore patterns in implementation across cases. Detailed data were analysed using a framework approach to produce a set of analytical categories. Patterns emerging in the structured analysis informed an in-depth interrogation of the detailed data set, using NVivo 9 qualitative software (QSR International Pty Ltd, Victoria, Australia) to compare data between organisational contexts, service delivery settings and stakeholder groups. Preliminary findings were refined through discussion with a range of stakeholders at feedback workshops.FindingsMany of the facilitators of peer worker role adoption identified in the existing evidence base were also evident in mental health services in England, although there were issues around pay, leadership, shared understanding of the role, training and management where good practice was uneven. A number of examples of good practice were evident in the voluntary sector, where peer worker roles had been established for longer and organisations were more flexible. In the NHS there were a range of challenges around introducing peer worker roles into existing structures and cultures of practice. Peer workers were able to engage people with services by building relationships based on shared lived experience – the language they used was particularly important in BME-specific services – but barriers to engagement could be created where roles were overformalised.ConclusionsKey barriers to, and facilitators of, peer worker role adoption were identified, including valuing the differential knowledge and practice that peer workers brought to the role (especially around maintaining personally, rather than professionally defined boundaries); maintaining peer identity in a role of work; changing organisational structures to support peer workers to remain well in their work; and challenging organisational cultures to empower peer workers to use their lived experience. Recommendations for future research include developing a theoretical framework articulating the change mechanisms underpinning ‘what peer workers do’, piloting and formally evaluating the effectiveness and cost-effectiveness of peer worker interventions, and mixed-method research to better understand the impact of working as a peer worker.FundingThe National Institute for Health Research Health Services and Delivery Research programme.

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“…Research suggests that successful implementation of the Healthcare for All 4 recommendations will depend on changes in the organisational contexts that impact on individual behaviour, and that organisations vary in their 'readiness' or receptiveness to change. [86][87][88] Thus the development of best practice guidelines is only a first step in effecting change.…”

Section: Organisational Changementioning

confidence: 99%

Identifying the factors affecting the implementation of strategies to promote a safer environment for patients with learning disabilities in NHS hospitals: a mixed-methods study

Tuffrey‐Wijne

Giatras

Goulding

et al. 2013

Health Services and Delivery Research

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BackgroundThere has been consistent evidence that people with learning disabilities experience health inequalities and poor NHS health-care provision, leading to avoidable harm and premature, avoidable death.ObjectivesTo describe the factors in NHS hospitals that promote or compromise a safe environment for patients with learning disabilities, in the light of national recommendations that hospitals should (1) identify patients with learning disabilities, (2) provide reasonably adjusted services, (3) involve carers as partners in care and (4) include patient and carer views in service development.DesignA 21-month mixed-method study carried out between 2011 and 2013, using questionnaire surveys, interviews, observation and monitoring of safety incidents.SettingSix NHS hospitals in the south of England.MethodsThe study employed mixed methodologies in three stages. Stage I involved mapping the systems and structural changes within each hospital site, with senior strategic managers asked to provide data on relevant policies. Stage II examined the effectiveness of implemented measures. Methods for this stage included an electronic questionnaire survey sent to all clinical staff (n = 990); face-to-face semi-structured interviews with clinical staff and strategic hospital managers (n = 68); semi-structured face-to-face interviews with adults with learning disabilities who had used the hospital in a 12-month period (n = 33); questionnaire survey (n = 88) and semi-structured interviews (n = 37) with carers of patients with learning disabilities who had been a patient during the 12-month period; and participant observation with patients (n = 8). Stage III assessed generalisability to other vulnerable patient groups and involved expert panel discussions with senior managers and senior clinicians at four sites (n = 42).ResultsExamples of good practice were not consistently replicated hospital-wide. The most common safety issues were delays and omissions of treatment and basic care. The main barriers to better and safer hospital care for people with learning disabilities were (1) the invisibility of patients with learning disabilities within hospitals, owing to a lack of effective flagging systems and a lack of staff knowledge and willingness to flag this group; (2) poor staff understanding of the specific vulnerabilities of people with learning disabilities, the reasonable adjustments to services that these patients may need and the Mental Capacity Act (Great Britain.Mental Capacity Act 2005. Chapter 9. London: The Stationery Office; 2005); (3) a lack of consistent and effective carer involvement and misunderstanding by staff of the carer role; and (4) a lack of clear lines of responsibility and accountability for the care of each patient with learning disabilities. The main enablers were the learning disability liaison nurse (LDLN), provided that this role was properly supported by senior management and carried sufficient authority to change practice; and ward managers who facilitated a positive ward culture and ensured consistent implementation of reasonable adjustments.ConclusionsThe vulnerabilities of people with learning disabilities can, and do, lead to compromised patient safety in NHS hospitals. Further research is needed as follows: (1) identifying the most frequently needed reasonable adjustments within the hospital care pathways of people with learning disabilities and their cost implications; (2) identifying the most effective structures for ensuring clear lines of responsibility and accountability for the care of patients with learning disabilities, including support needed by ward managers in order to carry day-to-day accountability; (3) investigating practical and effective ways of flagging patients with learning disabilities across NHS services and within NHS hospitals; (4) investigating, implementing and evaluating protocols for shared care; (5) evaluating LDLN posts nationwide; and (6) extending research recommendations (1) and (3) to patients with dementia and those with mental health problems.Study registrationComprehensive Clinical Research Network Portfolio, 10998; Integrated Research Application System Coordinated System for gaining NHS Permission, 74907.FundingThe National Institute for Health Research Health Services and Delivery Research programme.

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Measurement of Perceived Organizational Readiness for Change in the Public Sector

Cited by 112 publications

References 48 publications

Exploring the Attitude of Managers towards Key Performance Indicators (KPIs) in Response to Public Sector Change: A Rasch Analysis

Exploring the Attitude of Managers towards Key Performance Indicators (KPIs) in Response to Public Sector Change: A Rasch Analysis

New ways of working in mental health services: a qualitative, comparative case study assessing and informing the emergence of new peer worker roles in mental health services in England

Identifying the factors affecting the implementation of strategies to promote a safer environment for patients with learning disabilities in NHS hospitals: a mixed-methods study

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