On the contribution to the alignment during an organizational change: Measurement of job satisfaction with working conditions

Boulagouas, Wafa; Herrero, Susana Garcı́a; Chaib, Rachid; García, Sixto Herrera; Djebabra, Mébarek

doi:10.1016/j.jsr.2020.12.006

Cited by 13 publications

(11 citation statements)

References 72 publications

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“…Research shows that social interaction is important for change (Aslam et al ., 2018a, b; Heracleous and Bartunek, 2021; Naeem, 2020) and that participative reflective group processes are important in the action phase of assessments (Blackbright, 2020; Johansson et al. , 2019) and health interventions (Boulagouas et al. , 2021; Kompier et al.…”

Section: Discussionmentioning

confidence: 99%

“…It can help address the complexity of designing and implementing measures by organizing a continuous and reflective learning process, where decentralized players act autonomously. Involving staff in the psychosocial risk assessment process is essential to identify what needs to be addressed, to create feasible solutions and to decrease change resistance (Boulagouas et al. , 2021; Van Eerd et al.…”

Section: Theorymentioning

confidence: 99%

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Interaction training – an enabler for improvement measures within the psychosocial risk assessment process

Bäckström

Berglund

2022

IJWHM

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PurposeThe study objectives were to (1) identify if providing solution-focused interaction training enables managers and employees to develop and implement actions to improve their psychosocial work environment and (2) test a recontextualization of the psychosocial work environment as social structures affecting members of the workplace and verify if social interactions effectively change the local psychosocial work environment.Design/methodology/approachThe intervention involved training managers, supervisors and employees in solution-focused interaction. This study used a controlled interrupted time-series design, with an intervention and control group (CG) and pre- and post-measurements.FindingsThe psychosocial work environment improved, indicating that the training led to better social interactions, contributing to changes in the social structures within the intervention group (IG). Collective reflection between participants in the take action phase was the key to success. The recontextualization uncovered these mechanisms.Research limitations/implicationsThe present study supports a recontextualization of the psychosocial work environment as primarily decided by social structures that emerge in recurrent interactions within work teams. The same social structures also seem to be important for other features of the production system, like job performance.Practical implicationsTraining designed to enable high-quality social interactions, like dialogue and collective reflection, has proven to be effective in changing social structures. Moreover, managers may need training in facilitating the collective reflection between participants. Increased focus on social interactions within work teams is suggested for future study of organizational change processes, psychosocial work environment and practical psychosocial work environment management.Originality/valueThe intervention was delivered in the preparation phase to enable an effective take action phase. Both phases are less studied in psychosocial risk assessments research. The recontextualization has never been fully used in psychosocial research.

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Section: Discussionmentioning

confidence: 99%

Section: Theorymentioning

confidence: 99%

Interaction training – an enabler for improvement measures within the psychosocial risk assessment process

Bäckström

Berglund

2022

IJWHM

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“…For many scholars (Szrek et al, 2019), nonalignment and resistance are among the most commonly cited barriers to change. Particularly, recent research (Salanova et al, 2020;Boulagouas et al, 2021) has shown the importance of the employees and their psychological factors in the change conduct, for instance, benefits of self-efficacy to work motivation, engagement and job satisfaction. Moreover, Nielsen et al (2020) have served to increase focus on management ingredients (i.e.…”

Section: Discussionmentioning

confidence: 99%

Proposal of a temporality perspective for a successful organizational change project

Boulagouas

Chaib

Djebabra

2021

IJWHM

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PurposeImprovements to health and safety at work constantly involve organizational changes (OCs). However, the OC initiatives often fail at achieving their intended goals despite efforts to draw knowledge from various disciplines, such as sociology, psychology and information sciences, to guide the change implementation. This paper proposes a temporality approach to manage the resistance during an OC project based on the capitalization of the actors' behaviors (i.e. alignment/resistance) for successful OC implementation.Design/methodology/approachEmployees in an industrial company (N = 186) undergoing an OC answered a questionnaire survey. The statistical analysis approach was used to measure the influence of the constructs of the proposed temporality capitalization approach on the OC conduct.FindingsResults indicate that the considered constructs have positive and significant correlations with OC development. It has also been found that the employees' alignment is highly correlated with the opportunities they might gain from the OC.Practical implicationsThe proposed temporality capitalization approach shows that providing the employees with clear objectives is not sufficient to support the change, and it is suggested that the change management has to move a step further and seek to target the perspectives of the employees to energize them around the OC and maximize their alignment.Originality/valueIn this paper, change management is approached through the temporality capitalization that confirms the importance of monitoring the change development through the alignment. In other terms, the curve of the adaptation of the change receivers matters and should attract more attention rather than the change implementation speed.

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“…The means that the better the non-financial compensation system carried out by the food and beverage industry so that it will further improve employee performance (Sharma & Taneja, 2018). When viewed from the coefficient, which is 0.056 or 5.6%, although this value is significant, it shows the smallest effect compared to the influence of transactional leadership variables and the effect of non-financial compensation through job satisfaction (Boulagouas et al, 2021). That non-financial compensation has little effect on employee performance (Nazarian et al, 2021).…”

Section: Figurementioning

confidence: 97%

Mediation Role of Job Satisfaction on the Influence of Non-Financial Compensation and Transactional Leadership on Employee Performance

Sutianingsih¹,

Budiyanto²,

Suwitho³

2021

theijbm

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The industrial sector influences the economic activity of a region. Surakarta City is one of the cities with considerable potential as a center of economic activity. The industrial sector is still the driving force of the economy in Surakarta City. The growth of leading industries is of particular concern in the economic development of a region, considering that this sector is the foundation for the formation and growth of the economy (Kumar et al., 2020). Surakarta City has many potential export-scale industries such as food and beverages, tobacco processing, textiles, apparel, leather and leather goods, wood, wood products, plaiting, paper, and paper goods on a regional scale, publishing, printing. Reproduction of recording media, chemicals, and goods from chemicals, rubber, and rubber goods.One of the leading industries in Surakarta City is the food and beverage industry. Based on data from the Surakarta City Central Statistics Agency, in 2018, the value of the contribution of the food and beverage production sector to the Gross Regional Domestic Product (GRDP) in Surakarta City was 5.85 percent of all business sectors. However, the growth in production value from 2012 until 2017 decreased by Rp. 7.9 billion (BPS Kota Surakarta, 2018). Based on theoretical and empirical studies found several factors that affect employee performance include:

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On the contribution to the alignment during an organizational change: Measurement of job satisfaction with working conditions

Cited by 13 publications

References 72 publications

Interaction training – an enabler for improvement measures within the psychosocial risk assessment process

Interaction training – an enabler for improvement measures within the psychosocial risk assessment process

Proposal of a temporality perspective for a successful organizational change project

Mediation Role of Job Satisfaction on the Influence of Non-Financial Compensation and Transactional Leadership on Employee Performance

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