Resistance to change, work engagement and psychological capital of academics in an open distance learning work environment

Diedericks, Johanna Catharina; Cilliers, Frans; Bezuidenhout, Adéle

doi:10.4102/sajhrm.v17i0.1142

Cited by 10 publications

(14 citation statements)

References 77 publications

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“…According to [ 28 ], these factors assimilated to challenges are course, characteristics of students or teachers, context (societal, cultural, and organizational), and technology. For other researchers, these factors were, namely, infrastructure, support of the system, e-learning readiness (ELR), learning culture, design system, resistance to change (RTC), and interactivity (INTRVAY) [ 21 , 29 , 30 , 31 , 32 ]. However, the problem with this research is related to the large number of variables that had a potential impact on ELE.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…As above, and with reference to the aforementioned literature review, in order to apprehend the reality of the developing ELE in HEI, precisely in the context of the COVID-19 pandemic, a conceptual model was proposed. This model focused on the assessment of ELE by considering four factors affecting ELE in terms of direct and indirect relationships: ELS [ 4 , 26 , 32 , 34 , 37 , 39 ], ELR [ 30 , 34 , 35 ], INTRVAY, [ 38 , 42 , 46 , 73 , 75 , 78 , 80 , 81 ] and RTC [ 32 , 34 , 45 , 88 ]. Integrating those factors resulted in the model depicted in Figure 1 .…”

Section: Conceptual Model and Research Hypothesesmentioning

confidence: 99%

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E-Learning Success Model in the Context of COVID-19 Pandemic in Higher Educational Institutions

Jaoua

Almurad

Elshaer

et al. 2022

IJERPH

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Nowadays, the extensive use of e-learning in higher educational institutions in many countries leads us to apprehend the reality, precisely the key success/failure factors of the implementation, of e-learning systems in these institutions. This motivation becomes more and more important, inevitable, and urgent, especially for institutions that have heavily adopted e-learning systems under exceptional conditions without any prior planning, such as the COVID-19 pandemic. From this perspective, this research aimed to provide an e-learning success model in the context of the COVID-19 pandemic by assessing e-learning effectiveness and by investigating the key antecedents of e-learning effectiveness. The literature review led to the identification of four main factors influencing e-learning effectiveness: The e-learning system, e-learning readiness, interactivity, and resistance to change. These four variables constituted the antecedents of an effective e-learning system, which was tested in a KSA context. A structured survey, including a sample of 1202 students from Imam Mohammad Ibn Saud Islamic University was used to examine the linkages among our proposed model. The model, with a total of ten direct and six indirect relationships, was tested by using structural equation modeling. The research findings indicate that effective e-learning is supported by the interactions between four factors: the e-learning system, e-learning readiness, interactivity, and resistance to change.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Conceptual Model and Research Hypothesesmentioning

confidence: 99%

E-Learning Success Model in the Context of COVID-19 Pandemic in Higher Educational Institutions

Jaoua

Almurad

Elshaer

et al. 2022

IJERPH

View full text Add to dashboard Cite

show abstract

“…Organisational change and its triggers Diedericks, Cilliers and Bezuidenhout (2019) postulate that organisational change can be planned or unplanned and involves an organisation's shift from its current state to a desired future state. This shift is intended at enhancing competitiveness and maintaining sustainability; however, it is not an easy journey to embark on.…”

Section: Theoretical Perspectivesmentioning

confidence: 99%

“…Jones and Van De Ven (2016) elaborate on this discomfort by explaining that major changes can disrupt employees' familiarity with processes, unintentionally and inadvertently leading to them becoming disgruntled with the proposed change initiative. Finally, Diedericks et al (2019) emphasise the importance of communicating with employees, by informing them, in advance, about the proposed change. This change practice could avert unnecessary speculation and rumours among employees and, possibly, even initiate active support for the new change initiatives.…”

Section: Change Readiness and Resistance To Changementioning

confidence: 99%

Employees’ experiences of change management in the implementation of a performance management system

Mabasa

Flotman

2022

SA Journal of Industrial Psychology

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Orientation: Success in the implementation of a performance management system in an organisation is underpinned by the way a strategic change initiative is effectively managed across all organisational levels.Research purpose: This study explored how employees experienced change management in the implementation of a performance management system.Motivation for the study: Research on the impact of change management on employees in the implementation of performance management systems in organisations is limited, particularly in the South African context, which served as motivation for this study.Research approach, design and method: A qualitative study was employed using semi-structured interviews to collect data from nine participants, selected through purposive sampling. Data were analysed by thematic analysis.Main findings: The study confirmed that the implementation of organisational change affects both employees (cognitively, emotionally and somatically) and leaders (leadership style as defence against change anxiety). Therefore, the preparation, participation and empowerment of and communication with employees, over the entire change process value chain, are crucial for effective implementation of a performance management system.Practical/managerial implications: The study highlights factors that leadership teams and change managers need to consider when introducing change initiatives.Contribution/value-add: This study adds to the knowledge base about the impact of the management of change during the implementation of a performance management system. It thereby highlights the importance of working with participants’ lived, authentic change experiences towards ensuring that change management serves as an anchor and container during system implementation.

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“…Such employees can reap the benefits of their personal resources by being engaged and able to deal with burnout (Gupta, Shaheen, & Das, 2019). Engaged employees with high level of psychological capital have high levels of emotional well-being (Diedericks, Cilliers, & Bezuidenhout, 2019).…”

Section: Engagement and Work Outcomesmentioning

confidence: 99%

The relationship between Psychological Capital and Creativity with Engagement. (c2020)

Al Bitar

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Today, the challenging business environment and the latest technologies are thought to be potential threats to replacing employees. However, creativity is the area that still favors humans. The purpose of this study is to fill the gap in the literature by exploring the relationship between Psychological Capital and Creativity, and to test whether Engagement mediates the relationship between Psychological Capital and Creativity in response to recent research call (Yu et al., 2019). The research sample consisted of 205 respondents working in Lebanese private firms. The questionnaire was comprised of established measures relating to psychological capital, employee engagement, and creativity – in addition to various demographic questions. The data obtained were then analyzed using SPSS. The findings showed a significant positive effect of employee psychological capital on creativity. However, mediation analysis using bootstrapping methods has revealed that employee engagement has partially mediated the relationship between psychological capital and creativity. Moreover, the researcher was curious to dig more into the impact of each dimension of psychological capital (self-efficacy, hope, resilience, optimism) on creativity with engagement acting as a mediator. Results revealed a positive significant effect of each of self-efficacy, optimism, hope, and resilience, on creativity. Moreover, engagement partially mediated the relationship between each of the four PsyCap dimensions and creativity. The author extends prior research and validates more the findings by exploring the relationship between psychological capital and creativity in new non-western context. Furthermore, to the best of our knowledge, this is the first study that examines the role of engagement in the relationship between psychological capital and creativity. This research has crucial implications for managers and HR professionals.

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Resistance to change, work engagement and psychological capital of academics in an open distance learning work environment

Cited by 10 publications

References 77 publications

E-Learning Success Model in the Context of COVID-19 Pandemic in Higher Educational Institutions

E-Learning Success Model in the Context of COVID-19 Pandemic in Higher Educational Institutions

Employees’ experiences of change management in the implementation of a performance management system

The relationship between Psychological Capital and Creativity with Engagement. (c2020)

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