Nurses’ views of organizational readiness for change

Abstract

Background: "Organizational readiness for change" is critical to successfully managing change in healthcare organizations. Yet healthcare and nursing studies about this relatively new concept are few and lack clear criteria on what comprises "organizational readiness for change." Purpose: This study assessed organizational (hospital) readiness for change, as perceived by registered nurses in two types of hospital in Jordan. Methods: Using a quantitative research design, the researcher collected data from a convenience sample of 153 nurses from one major government hospital and one major private hospital. The response rate was 64%. Results: The lowest means, indicating unreadiness for change, were reported for the following items: having developed plans for expanding ambulatory care or enhancing continuity of care, including nurses on all committees, and involving them in policy development and strategic planning efforts. The only difference between the types of hospitals in terms of readiness for change was the use of "collaboration and multidisciplinary work": the governmental hospital was more ready than the private hospital in this regard. Implications for practice and nurse leaders: To prepare for change, nurse leaders should initiate interventions to enhance organizational readiness and facilitate the integration of change, such as continuing education courses for staff and focus on teamwork, open communication, total quality management, strategic planning, advanced nursing practice and participatory management, especially shared decisionmaking and policy development. Successful leaders support employees' creative ideas, focus on the timing of the change, and provide training on change management.

Assessing Organizational Readiness to Change through a Framework Applied to Hospitals

“…Employee readiness for change was positively related to constructive leadership, and negatively related to both passive and active destructive leadership LEAD (Masood & Afsar, 2017 ) transformational leadership through psychological empowerment, knowledge sharing, and intrinsic motivation fosters nurse's innovative work behavior LEAD (Mazur et al, 2019 ) willingness of executive employees to actively support and participate in the change management process LEAD (Morin et al, 2016 ) relations among latent constructs reflecting change-related beliefs (necessity, legitimacy, support) and psychological reactions (psychological empowerment, affective commitment to change). Our findings suggest that psychological empowerment and affective commitment to change represent largely orthogonal reactions, that psychological empowerment is influenced more by beliefs regarding support, whereas affective commitment to change is shaped more by beliefs concerning necessity and legitimacy LEAD (Mrayyan, 2020 ) Successful leaders support employees' creative ideas, focus on the timing of the change, and provide training on change management LEAD (Nelson-Brantley & Ford, 2017 ) attributes of leading change were identified: (a) individual and collective leadership; (b) operational support; (c) fostering relationships; (d) organizational learning; and (e) balance LEAD (Nuno-Solinis, 2018 ) staff motivation LEAD (Nuno-Solinis, 2018 ) higher organizational effort LEAD (Oygarden & Mikkelsen, 2020 ) strategic translations may foster readiness for change LEAD (Proctor et al, 2019 ) implementation climate, participants reported the greatest increases in educational support and recognition for using EBP (evidence-based practices) LEAD (Puchalski Ritchie & Straus, …”

“…Five factors were related to motivation, including (4) beliefs about task shifting consequences, such as efficiency, quality and patient satisfaction; (5) beliefs about capabilities, such as technical, communicative and emotional skills; (6) job satisfaction and esteem; (7) organisational culture, such as team optimism; and (8) emotions, such as fear of informal nurse hierarchy and envy. The last two factors were related to opportunity, including (9) project planning and leadership, and voluntariness; and (10) patient preferences CULT (Han et al, 2020 ) The organization dimension included organizational scale, organizational culture, staff resistance to change, staff training, top management support, and organizational readiness CULT (Jakobsen et al, 2016 ) Implementing participatory interventions at the workplace may be a cost-effective strategy as they provide additional benefits, e.g., increased social capital and improved organizational readiness for change, that exceed the primary outcome of the intervention CULT (Kabukye et al, 2020 ) organizational flexibility and collective self-efficacy CULT (Karalis & Barbery, 2018 ) staff education, and analysing the safety events and sharing the knowledge CULT (Kelly, et al, 2017 ) relationship between staff perceptions of ORC and the process of innovation adoption: exposure, adoption, implementation and integration into practice CULT (Kelly et al, 2017 ) organizational functioning, better program resources and specific staff attributes, staff workloads, good organizational climate CULT (Mrayyan, 2020 ) continuing education courses for staff and focus on teamwork, open communication, total quality management, strategic planning, advanced nursing practice and participatory management CULT (Sopow, 2020 ) ability to address rapidly evolving external environmental factors CULT (Sopow, 2020 ) Common understanding of strategy and roadmap,...…”

Effect of Perceived Organizational Support and Self-Efficacy to Change Readiness for Change in Hospital of Muhammadiyah Malang University, Indonesia

“…In this case, the employer or the pioneer of organizational change at UMM hospitals gave good attention to the appropriateness of incentives and rewards for all UMM hospital employees, where superiors conducted periodic evaluations of employee performance, which then the results of the performance evaluation were used as the basis for increasing incentives and giving appreciation for employees (Al-Hussami et al, 2018). The efforts of UMM hospital supervisors have a positive impact on employees' commitment to accept and support changes that lead to the achievement of the vision, goals, and targets of UMM hospital organizations (Mrayyan, 2019).…”

Hasta Güvenliği İletişim Aracına Uygun Nöbet Teslim Sürecinin Geliştirilmesi ve Değerlendirilmesi

“…Yaşanan başarılı değişimlerde, çalışanın da süreçte yer alması, hazır oluşluğu önem taşımaktadır. Hemşirelerin yaşadıkları tükenmişlik ve çalışan eksikliği, değişime karşı direnç geliştirmelerine yol açmış olabilir (37)(38)(39). Sağlık kurumlarında planlanan değişimler için hemşirelerin de içinde bulunduğu bir karar ortamı düşünülmeli ve hazır oluşlukları göz önünde bulundurulmalıdır (40).…”