The Changing Workplace and Its Effects

Grunberg, Leon; Moore, Sarah; Greenberg, Edward S.; Sikora, Patricia

doi:10.1177/0021886307312771

Cited by 47 publications

(14 citation statements)

References 40 publications

(27 reference statements)

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“…Since all units in the Implicit NA group had had a period of heavy work load, organizational change and staff shortage, it is most likely that this affected their ability to adopt the innovation [29]. The two Explicit NA units both had mangers absent during the study period because of sick-leave or job vacancy, which may have had an impact on adoption because leadership is of great importance for organizational innovation [30,31].…”

Section: Discussionmentioning

confidence: 99%

Key factors influencing adoption of an innovation in primary health care: a qualitative study based on implementation theory

et al. 2010

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BackgroundBridging the knowledge-to-practice gap in health care is an important issue that has gained interest in recent years. Implementing new methods, guidelines or tools into routine care, however, is a slow and unpredictable process, and the factors that play a role in the change process are not yet fully understood. There is a number of theories concerned with factors predicting successful implementation in various settings, however, this issue is insufficiently studied in primary health care (PHC). The objective of this article was to apply implementation theory to identify key factors influencing the adoption of an innovation being introduced in PHC in Sweden.MethodsA qualitative study was carried out with staff at six PHC units in Sweden where a computer-based test for lifestyle intervention had been implemented. Two different implementation strategies, implicit or explicit, were used. Sixteen focus group interviews and two individual interviews were performed. In the analysis a theoretical framework based on studies of implementation in health service organizations, was applied to identify key factors influencing adoption.ResultsThe theoretical framework proved to be relevant for studies in PHC. Adoption was positively influenced by positive expectations at the unit, perceptions of the innovation being compatible with existing routines and perceived advantages. An explicit implementation strategy and positive opinions on change and innovation were also associated with adoption. Organizational changes and staff shortages coinciding with implementation seemed to be obstacles for the adoption process.ConclusionWhen implementation theory obtained from studies in other areas was applied in PHC it proved to be relevant for this particular setting. Based on our results, factors to be taken into account in the planning of the implementation of a new tool in PHC should include assessment of staff expectations, assessment of the perceived need for the innovation to be implemented, and of its potential compatibility with existing routines. Regarding context, we suggest that implementation concurrent with other major organizational changes should be avoided. The choice of implementation strategy should be given thorough consideration.

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Section: Discussionmentioning

confidence: 99%

Key factors influencing adoption of an innovation in primary health care: a qualitative study based on implementation theory

et al. 2010

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“…Moreover, as the threat-rigidity effect causes organizations to behave rigidly, an environment is created that stimulates absenteeism. Although the literature on the effect of repetitive structural reforms is still largely incipient, the few on this topic suggest that the negative side effects are sustained or even increased (e.g., Allen et al, 2001;Grunberg, Moore, Greenberg, & Sikora, 2018).…”

Section: Intense Reform Sequences and Organizational Absenteeism Ratesmentioning

confidence: 99%

Are public organizations suffering from repetitive change injury? A panel study of the damaging effect of intense reform sequences

2019

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In the last decade, reforms in the public sector have been implemented at an ever‐increasing pace. Hereby, organizations are repetitively subject to mergers, splits, absorptions, or secessions of units; the adoption of new tasks; changes in legal status; and other structural reforms. Although evidence is largely missing in the literature, there is a growing belief that such intense reform sequences may be damaging to organizations. This article aims to fill this gap in the literature by empirically examining the existence of such repetitive change injury for public organizations. To do so, we employ organizational absenteeism rates as an indicator for repetitive change injury and link this to the reform sequences an organization experienced. Results indicate that intense reform sequences disproportionally increase organizational absenteeism rates, supporting the existence of repetitive change injury and suggesting that reforms remain rooted in organizational memories for a longer time than is often assumed.

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“…When managers engage in PSRB, employees may perceive that either type of contract has been broken, thus leading to negative employee consequences. Other negative psychological responses to managerial PSRB and a perceived breach of contract may be job insecurity and a decline in trust of top management (Grunberg et al 2008). Employees may feel less secure in their own jobs and feel that the top management team has its own interest at heart instead of the welfare of the organization and its employees.…”

Section: Psychological Contract Violationsmentioning

confidence: 99%

When Rule Makers Become Rule Breakers: Employee Level Outcomes of Managerial Pro-Social Rule Breaking

Bryant

Davis

Hancock

et al. 2009

Employ Respons Rights J

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We extend Morrison's (2006) construct of pro-social rule breaking (PSRB) in two important ways. First, we explicate the processes through which PSRB may have unintended negative consequences. Second, we provide a conceptual model intended to guide future research into PSRB. The model discusses the mechanisms through which managerial PSRB may lead to negative employee outcomes. Specifically, we propose that when managers engage in PSRB, more complex processes (perceptions of organizational justice, attributions of management by employees, and psychological contract violations) mediate the unintended employee level outcomes of managerial PSRB.

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The Changing Workplace and Its Effects

Cited by 47 publications

References 40 publications

Key factors influencing adoption of an innovation in primary health care: a qualitative study based on implementation theory

Key factors influencing adoption of an innovation in primary health care: a qualitative study based on implementation theory

Are public organizations suffering from repetitive change injury? A panel study of the damaging effect of intense reform sequences

When Rule Makers Become Rule Breakers: Employee Level Outcomes of Managerial Pro-Social Rule Breaking

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