Organizational change in the public sector: Augmenting the demand control model to predict employee outcomes under New Public Management

Noblet, Andrew; Rodwell, John; McWilliams, John

doi:10.1080/02678370601050648

Cited by 86 publications

(77 citation statements)

References 2 publications

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“…Empirical literature has shown that organizational change often increases workload, that this creates strain for organizational members and that this is particularly prevalent in organizations which have adopted the dogma and practices of New Public Management (Noblet et al, 2006;Teo et al, 2012). One of the senior managers interviewed for the current study admitted that government-driven cost pressures dictated many of the changes that had taken place.…”

Section: After the Changementioning

confidence: 95%

“…Organizations of this type are at times faced with issues more complex than those faced by commercial organizations when they move to what has been termed New Public Management (Diefenbach, 2009;Kuipers et al, 2013;Noblet et al, 2006). This emphasizes cost-cutting, key performance indicators, efficiency and accountability and often subjects organizational members to acute levels of stress.…”

Section: Paper Type Research Papermentioning

confidence: 99%

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Causes of stress before, during and after organizational change: a qualitative study

Smollan

2015

Journal of Organizational Change Management

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Journal of Organisational Change Management, 28(2), 301-314. AbstractPurpose -Since prior empirical research has seldom compared causes of stress before, during and after organizational change this study sought to identify stressors as change unfolded over time and to identify what led to variations in stress levels.Design/methodology/approach -Semi-structured interviews were conducted in 2012 with 31 staff in a range of clinical and non-clinical positions in a New Zealand public health organization that had experienced considerable change.Findings -For most respondents the transition phase was the most stressful as it created job insecurity and was handled with insufficient information, consultation and support and for the balance stress increased after the change, which created additional demands that usually needed to be met with fewer resources. The stress of others emerged as a new category of stressor during the transition stage. Practical implications -Leaders of public sector organizations need to be mindful of the deleterious effects of stress from organizational change and create cultures, strategies and practices that mitigate the stress. Research limitations/implicationsOriginality/value -This is apparently the first qualitative study that traces the causes of stress as organizational change moves through various phases.

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Section: After the Changementioning

confidence: 95%

Section: Paper Type Research Papermentioning

confidence: 99%

Causes of stress before, during and after organizational change: a qualitative study

Smollan

2015

Journal of Organizational Change Management

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“…These practices affect both elderly care, as described by Gustafsson and Szebehely (2005), and other public organizations, as outlined by Noblet, Rodwell, and McWilliams (2006). For example, different categories emphasized different aspects of the communicational processes and some categories did not mention them at all.…”

Section: Discussionmentioning

confidence: 99%

The story of a knowledge-based and learning organization

Ineland¹,

Westerberg²

2014

NORD J SOC RES

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“…14 Given that numerous studies indicate a supportive environment is as predictive for individual recovery as clinical treatment, [15][16][17][18][19][20][21] the manner in which employers respond to potentially traumatic workplace events is critical. Employers seeking to reduce the impact of workplace traumatic stress [22][23][24] will ensure a supportive organizational environment and incorporate psychological interventions into their critical incident response plans.…”

Section: Critical Incident Response Plansmentioning

confidence: 99%

Workplace Disruption following Psychological Trauma: Influence of Incident Severity Level on Organizations' Post-Incident Response Planning and Execution

DeFraia¹

2016

Int J Occup Environ Med

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Cite this article as: DeFraia GS. Workplace disruption following psychological trauma: Influence of incident severity level on organizations' post-incident response planning and execution. GS DeFraiaAbstract Background: Psychologically traumatic workplace events (known as critical incidents), which occur globally, are increasing in prevalence within the USA. Assisting employers in their response is a growing practice area for occupational medicine, occupational social work, industrial psychology and other occupational health professions. Traumatic workplace events vary greatly in their level of organizational disruption.Objective: To explore whether extent of workplace disruption influences organizations' decisions for post-incident response planning and plan execution.Methods: Administrative data mining was employed to examine practice data from a workplace trauma response unit in the USA. Bivariate analyses were conducted to test whether scores from an instrument measuring extent of workplace disruption associated with organizational decisions regarding post-incident response.Results: The more severe and disruptive the incident, the more likely organizations planned for and followed through to deliver on-site interventions. Following more severe incidents, organizations were also more likely to deliver group sessions and to complete follow-up consultations to ensure ongoing worker recovery. Conclusion:Increasing occupational health practitioners' knowledge of varying levels of organizational disruption and familiarity with a range of organizational response strategies improves incident assessment, consultation and planning, and ensures interventions delivered are consistent with the level of assistance needed on both worker and organizational levels.

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Organizational change in the public sector: Augmenting the demand control model to predict employee outcomes under New Public Management

Cited by 86 publications

References 2 publications

Causes of stress before, during and after organizational change: a qualitative study

Causes of stress before, during and after organizational change: a qualitative study

The story of a knowledge-based and learning organization

Workplace Disruption following Psychological Trauma: Influence of Incident Severity Level on Organizations' Post-Incident Response Planning and Execution

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