Organizational Change Recipients' Beliefs Scale

Armenakis, Achilles A.; Bernerth, Jeremy B.; Pitts, Jennifer; Walker, H. Jack

doi:10.1177/0021886307303654

Cited by 264 publications

(123 citation statements)

References 67 publications

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“…The emotional responses of staff as a result of service changes have also had little attention. Understanding how staff perceive change may be of particular use since perceptions can influence the successful outcomes of changes [9]. …”

Section: Introductionmentioning

confidence: 99%

The challenge of change in acute mental health services: measuring staff perceptions of barriers to change and their relationship to job status and satisfaction using a new measure (VOCALISE)

et al. 2014

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BackgroundHealth services are subject to frequent changes, yet there has been insufficient research to address how staff working within these services perceive the climate for implementation. Staff perceptions, particularly of barriers to change, may affect successful implementation and the resultant quality of care. This study measures staff perceptions of barriers to change in acute mental healthcare. We identify whether occupational status and job satisfaction are related to these perceptions, as this might indicate a target for intervention that could aid successful implementation. As there were no available instruments capturing staff perceptions of barriers to change, we created a new measure (VOCALISE) to assess this construct.MethodsAll nursing staff from acute in-patient settings in one large London mental health trust were eligible. Using a participatory method, a nurse researcher interviewed 32 staff to explore perceptions of barriers to change. This generated a measure through thematic analyses and staff feedback (N = 6). Psychometric testing was undertaken according to standard guidelines for measure development (N = 40, 42, 275). Random effects models were used to explore the associations between VOCALISE, occupational status, and job satisfaction (N = 125).ResultsVOCALISE was easy to understand and complete, and showed acceptable reliability and validity. The factor analysis revealed three underlying constructs: ‘confidence,’ ‘de-motivation’ and ‘powerlessness.’ Staff with negative perceptions of barriers to change held more junior positions, and had poorer job satisfaction. Qualitatively, nursing assistants expressed a greater sense of organisational unfairness in response to change.ConclusionsVOCALISE can be used to explore staff perceptions of implementation climate and to assess how staff attitudes shape the successful outcomes of planned changes. Negative perceptions were linked with poor job satisfaction and to those occupying more junior roles, indicating a negative climate for implementation in those groups. Staff from these groups may therefore need special attention prior to implementing changes in mental health settings.

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Section: Introductionmentioning

confidence: 99%

The challenge of change in acute mental health services: measuring staff perceptions of barriers to change and their relationship to job status and satisfaction using a new measure (VOCALISE)

et al. 2014

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“…Literature from the field of implementation science suggests that readiness for change involves both psychological and behavioral components—that is, both willingness and ability to make a specific change [7,9]. Furthermore, perceived appropriateness of the impending change and management support are commonly cited predictors of readiness for change [10,11,13,18]. We were interested in two aspects of appropriateness of the change—(1) the fit between MU and the department’s goals for patient care and (2) the extent to which MU would divert attention from other high priority patient care activities.…”

Section: Introductionmentioning

confidence: 99%

Stage 1 of the meaningful use incentive program for electronic health records: a study of readiness for change in ambulatory practice settings in one integrated delivery system

Shea

Reiter

Weaver

et al. 2014

BMC Med Inform Decis Mak

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BackgroundMeaningful Use (MU) provides financial incentives for electronic health record (EHR) implementation. EHR implementation holds promise for improving healthcare delivery, but also requires substantial changes for providers and staff. Establishing readiness for these changes may be important for realizing potential EHR benefits. Our study assesses whether provider/staff perceptions about the appropriateness of MU and their departments’ ability to support MU-related changes are associated with their reported readiness for MU-related changes.MethodsWe surveyed providers and staff representing 47 ambulatory practices within an integrated delivery system. We assessed whether respondent’s role and practice-setting type (primary versus specialty care) were associated with reported readiness for MU (i.e., willingness to change practice behavior and ability to document actions for MU) and hypothesized predictors of readiness (i.e., perceived appropriateness of MU and department support for MU). We then assessed associations between reported readiness and the hypothesized predictors of readiness.ResultsIn total, 400 providers/staff responded (response rate approximately 25%). Individuals working in specialty settings were more likely to report that MU will divert attention from other patient-care priorities (12.6% vs. 4.4%, p = 0.019), as compared to those in primary-care settings. As compared to advanced-practice providers and nursing staff, physicians were less likely to have strong confidence in their department’s ability to solve MU implementation problems (28.4% vs. 47.1% vs. 42.6%, p = 0.023) and to report strong willingness to change their work practices for MU (57.9% vs. 83.3% vs. 82.0%, p < 0.001). Finally, provider/staff perceptions about whether MU aligns with departmental goals (OR = 3.99, 95% confidence interval (CI) = 2.13 to 7.48); MU will divert attention from other patient-care priorities (OR = 2.26, 95% CI = 1.26 to 4.06); their department will support MU-related change efforts (OR = 3.99, 95% CI = 2.13 to 7.48); and their department will be able to solve MU implementation problems (OR = 2.26, 95% CI = 1.26 to 4.06) were associated with their willingness to change practice behavior for MU.ConclusionsOrganizational leaders should gauge provider/staff perceptions about appropriateness and management support of MU-related change, as these perceptions might be related to subsequent implementation.

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“…Our conceptual framework (Figure) outlines the 3 main antecedents for readiness that are linked to the successful implementation of new programs (8,14,15). These 3 factors are structural and external factors, staff attributes, and other psychological factors.…”

Section: Conceptualizing Organizational Readiness To Implement Nutritmentioning

confidence: 99%

“…Staff attributes are defined as attitudinal constructs that influence organizational change for nutrition and physical activity program implementation at the individual and organizational levels (7,15,16,20). Staff attributes are measured at the organizational level by the center director and at the individual level by the center director and teaching staff.…”

Section: Conceptualizing Organizational Readiness To Implement Nutritmentioning

confidence: 99%

A Conceptual Framework for Organizational Readiness to Implement Nutrition and Physical Activity Programs in Early Childhood Education Settings

et al. 2014

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Across multiple sectors, organizational readiness predicts the success of program implementation. However, the factors influencing readiness of early childhood education (ECE) organizations for implementation of new nutrition and physical activity programs is poorly understood. This study presents a new conceptual framework to measure organizational readiness to implement nutrition and physical activity programs in ECE centers serving children aged 0 to 5 years. The framework was validated for consensus on relevance and generalizability by conducting focus groups; the participants were managers (16 directors and 2 assistant directors) of ECE centers. The framework theorizes that it is necessary to have “collective readiness,” which takes into account such factors as resources, organizational operations, work culture, and the collective attitudes, motivation, beliefs, and intentions of ECE staff. Results of the focus groups demonstrated consensus on the relevance of proposed constructs across ECE settings. Including readiness measures during program planning and evaluation could inform implementation of ECE programs targeting nutrition and physical activity behaviors.

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Organizational Change Recipients' Beliefs Scale

Cited by 264 publications

References 67 publications

The challenge of change in acute mental health services: measuring staff perceptions of barriers to change and their relationship to job status and satisfaction using a new measure (VOCALISE)

The challenge of change in acute mental health services: measuring staff perceptions of barriers to change and their relationship to job status and satisfaction using a new measure (VOCALISE)

Stage 1 of the meaningful use incentive program for electronic health records: a study of readiness for change in ambulatory practice settings in one integrated delivery system

A Conceptual Framework for Organizational Readiness to Implement Nutrition and Physical Activity Programs in Early Childhood Education Settings

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