New Frontiers in Employee Responses to Organizational Change

2017 ◽  
Vol 2017 (1) ◽  
pp. 11482
Author(s):  
Sevda Helpap ◽  
Rouven Kanitz ◽  
Mel Fugate ◽  
Shaul Oreg
Keyword(s):  
Organizational Change ◽  
Employee Responses

In beweging: over het aanpassingsvermogen van werknemers in dynamische werksituaties

2013 ◽  
Vol 26 (3) ◽  
Author(s):  
Karen van Dam
Keyword(s):  
Organizational Change ◽  
Work Stress ◽  
Psychological Resources ◽  
Dimensional Model ◽  
Dynamic Work ◽  
Changing Environments ◽  
Research Fields ◽  
Employee Responses ◽  
Three Components

On the move: on employees’ individual adaptability in dynamic work situations On the move: on employees’ individual adaptability in dynamic work situations Today’s organisations are facing dynamic and changing environments that emphasize the importance of enhanced organisational flexibility and adaptation as well as increased employee adaptability. Although the concept of employee adaptability is often used, it is seldom defined. This paper first discusses different research fields focusing on employee responses to dynamic situations without explicitly addressing individual adaptability, such as planned and continuous organizational change and work stress. Next, the concept of adaptability is discussed and, in the end, defined. Moreover, a multi-dimensional model for individual adaptability at work is presented containing three components: cognitive, affective and behavioural adaptability. Finally, several psychological resources are presented that might contribute to employees’ individual adaptability.

scholarly journals Role of Organizational Diagnosis in Improving Employee-Centred Strategies in the IT&C Sector

2021 ◽  
Author(s):  
Daniel Metz
Keyword(s):  
Organizational Change ◽  
Empirical Research ◽  
Organizational Leadership ◽  
Business Processes ◽  
Positive Elements ◽  
Accurate Picture ◽  
New Employee ◽  
Industry Needs ◽  
Employee Responses

The paper pleads for the importance of organizational diagnosis in order to develop new employee-centred strategies. In order to remain competitive, especially in the COVID-19 context, organizations from the IT&C industry needs to improve employee-centred strategies and to align the business processes with these strategies. The empirical research aims to provide through quantitative and qualitative sources an accurate picture of the organizational diagnosis in order to adapt suitable HR processes. The study uses 300 employee responses from the IT&C industry in order to draw the positive elements (eg. good perception of organizational leadership, excellent communication in teams and satisfaction towards adaption to COVID-19 pandemic) and areas to improve (such as for example: workload, internal bureaucracy and integration as well as adaptability and organizational change) resulted from the organizational diagnosis.

The Power of the Platform: Place and Employee Responses to Organizational Change

2020 ◽  
pp. 002188632093373
Author(s):  
Inger G. Stensaker ◽  
Julia Balogun ◽  
Ann Langley
Keyword(s):  
Organizational Change ◽  
Progressive Change ◽  
The Past ◽  
Inductive Study ◽  
Collective Sensemaking ◽  
Operational Practices ◽  
Employee Groups ◽  
Offshore Oil ◽  
Employee Responses

This inductive study explores how place influences collective sensemaking and employee responses during organizational change. The empirical setting of our study is an offshore oil platform undergoing changes that involve standardizing operational practices and relocating personnel as two organizations merge. We analyze the narratives of two employee groups and show how employees located onshore construct progressive change narratives, enabling them to adapt to change, while employees located on the offshore oil platform construct regressive narratives leaving them romanticizing the past and struggling to accept change. Our findings illustrate how the manipulation, reconfiguration, and exploitation of place has implications for employees’ capacities to accept and adapt to change.

Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden
Keyword(s):  
Organizational Change ◽  
Health Care Organizations ◽  
Social Power ◽  
Social Systems ◽  
Front Line ◽  
Organization Level ◽  
Speech Language Pathologist ◽  
Constant State ◽  
Theories Of Change ◽  
Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

Psychological Contract Fulfillment and Employee Responses to Pay System Change

2017 ◽  
Vol 16 (4) ◽  
pp. 172-185 ◽  
Author(s):  
Christine J. Syrek ◽  
Conny H. Antoni
Keyword(s):  
Transformational Leadership ◽  
Psychological Contract ◽  
Pay For Performance ◽  
Psychological Contracts ◽  
Change Processes ◽  
Affective Organizational Commitment ◽  
Before And After ◽  
Psychological Contract Fulfillment ◽  
Pay System ◽  
Employee Responses

Abstract. The implementation of a new pay system is a balancing act that produces uncertainty and draws employees’ attention to the fulfillment of exchange agreements. Transformational leadership may be essential during these change processes. Based on psychological contract theory, we expected that transformational leadership impacts job satisfaction and affective organizational commitment through the fulfillment of relational psychological contracts, while the fulfillment of transactional psychological contracts may be crucial for employees’ pay and bonus satisfaction. We assessed 143 employees nested within 34 teams before and after (24 months) a pay for performance (pfp) system was introduced. Our results supported the mediation hypotheses considering job and pay satisfaction, but not considering commitment. Unexpectedly, the effect on bonus satisfaction was mediated via relational psychological contracts.

Leadership and Organizational Change

2000 ◽  
Vol 45 (6) ◽  
pp. 600-601
Author(s):  
Ronald E. Riggio
Keyword(s):  
Organizational Change ◽  
Leadership And Organizational Change
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