Does change process healthiness reduce the negative effects of organizational change on the psychosocial work environment?

Abstract

This study aimed to investigate whether the detrimental effects of organizational change on the psychosocial work environment are reduced by the “healthiness” of change processes. This includes the management's awareness that the change may be experienced differently by various individuals and groups (diversity); availability of the manager during the process; the degree to which conflicts are resolved constructively; and the degree to which the new roles to be taken on are clarified. Two studies are presented. Using a randomized sample of the Norwegian working population (N = 2389), the first study showed that there were both direct and indirect positive relationships between organizational change and stress, with job demands (but not control and support) as a mediator. In the second study a healthy change process index (HCPI) was developed from dimensions of healthy change that had emerged in an earlier qualitative study. Using data from seven Norwegian enterprises undergoing change (N = 561), this study showed that the healthiness of the change process was related negatively to stress and positively to Control and Support, but not to Demands. Overall, these findings support the idea that a healthy process may not reduce the additional demands produced by organizational change. However, a healthy process may still be able to reduce the experience of stress and facilitate coping with stress and associated increased demands through enhancing the psychosocial work environment.     

Conceptualizing Effects of Office Information Systems: A Methodology and Application for the Study of Alpha,Beta, and Gamma Changes*

This article applies the concepts of alpha, beta, and gamma changes to test whether the implementation of a new office information system with networking capabilities changes the way organizational members conceptualize office work. The traditional approach (t-test) was used to measure alpha change and indicated little change in how effectively the respondents felt they performed eight generic office activities before implementation (T1) and nine months after implementation (T2). However, considerable change was detected between effectiveness reported at T1 and a retrospective assessment of T1 effectiveness reported at T2 (called “then” assessments). Strong change was also detected between “then” assessments and T2 effectiveness reported at T2, indicating beta change. Multiple hierarchical tests showed that most of the change was actually gamma change; the T2 and the “then” factor structures and covariances differed significantly. This study supports propositions that using computers to accomplish organizational work may be associated with different conceptualizations of work, which may create ambiguity and uncertainty if training and management policies do not respond appropriately. Finally, this study provides an expanded version of a prior solution to detecting alpha, beta, and gamma changes.     

Privatization and Agency Status: Identifying the Critical Factors for Performance Improvement

Earlier research into the impact of public and private ownership on economic and financial performance concluded that performance may be affected but that the relationship is more complicated than policy makers have often assumed. This paper is concerned with explaining these earlier results in terms of changes in the internal environment of organizations. Six key internal characteristics are identified from the management literature and the history of ten UK organizations is summarized in terms of these characteristics. The model appears to be robust. Performance changes and lack of change are explained by the internal environment. The results are congruent with organizational theory which suggests that the internal environment has to adapt to changes in the external environment.     

Personality and organizational health: the role of conscientiousness

Organizational health research identifies processes through which the work environment and individual differences combine to influence both individual and organizational outcomes. This study investigated the contribution of conscientiousness to organizational health. Research in the areas of occupational stress, work performance, and organizational climate was used to develop a framework for integrating different elements of organizational health. Within this framework, the work environment was assessed by perceptions of workload and role clarity ; individual well-being was assessed by psychological distress and job satisfaction ; and behaviour important for organizational success was assessed by contextual performance. Conscientiousness was investigated within the framework using self-reports from a sample of 104 Australian employees. Conscientiousness directly influenced contextual performance but did not influence well-being or perceptions of the work environment. Conscientiousness also reduced the impact of role clarity on both psychological distress and job satisfaction. The role of conscientiousness in a comprehensive model of organizational health is discussed.     

System justification in organizational contexts: How a Motivated preference for the status quo can affect organizational attitudes and behaviors

In this chapter, we put forth the premise that people's motivated tendency to justify and defend their external systems has important, and largely unexplored, implications for the field of organizational behavior. Drawing on recent theoretical and empirical work emerging from System Justification Theory (Jost & Banaji, 1994), we propose that people's desire to view prevailing structural arrangements in a positive light may uniquely contribute to our understanding of the psychology of people in organizational settings. We begin by specifically highlighting System Justification Theory's implications for: organizational change, employee citizenship behaviors, and integration of a diverse workforce. We then review empirical work on the situations in which people's system-justification motive is likely to be particularly pronounced and discuss how these situations may manifest in organizational contexts. Following this, we describe several streams of research on the consequences of the system-justification motive, with a focus on the implications of these findings for organizational members’ perceptions, attitudes, and behaviors in the workplace.     

The privatization of British Telecom—Its impact on management

This article describes the series of changes which British Telecom has gone through over the last 10 years or so— changes which have often been dramatic and highly publicized. Faced with the challenges of the fast-changing business environment of the past decade—the most obvious of which was the technological revolution—British Telecom was perceived to be safe and reliable, but slow to change and expensive. Its strengths were the widespread understanding and acceptance of the need for change, its reservoir of the necessary skills and talent, a sound commercial infrastructure and a corporate culture. The author describes the organizational changes which have taken place and looks to a future where change is endemic if a business is to survive.     

Individual and organizational strategies for coping with organizational change

Abstract

During times of significant change to organizations in strategies and structures, employees can experience high levels of stress as their jobs, areas of responsibility and roles also change. Yet research is curiously silent about how people react to organizational change, especially towards promoting healthy responses to change. As a first step to outlining areas for future research this paper considers a range of individual and organizational strategies that may be effective in reducing employee stress and related problems. Prior to the implementation of these strategies, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them. At the individual level, employees can respond to the stress created by organizational change by using problem- and emotion-focused strategies. Also important in coping with change are the personal resources of employees, including a sense of hardiness, beliefs about having control over their work environment, and the availability of social supports within and outside the organization. Although few organizations fully acknowledge their role in helping employees cope with change, there are a number of initiatives that organizations can pursue. Several strategies are discussed in relation to communication, leadership, job-related tasks and stress management programmes.     

Endogenous Adaptation: The Effects of Technology Position and Planning Mode on IT‐Enabled Change*

The redesign of information technology (IT)‐enabled work processes often necessitates fundamental design changes to the intended work process, the IT platform hosting the work process, or both. Research suggests that such design changes often can be traced to earlier decisions involving endogenous adaptation or internal organizational change. Two such decisions are a firm's technology position and planning mode. This study examines the relationship between technology position and planning mode in predicting the magnitude of design change in process redesign projects. The conceptual frame applied in examining these relationships involves a synthesis of Miles and Snow's adaptive cycle with elements central to concurrent engineering. Our results indicate that the magnitude of design change is related to differences in technology position and planning mode. To effectively implement organizational change, firms must leverage their IT platform by carefully timing IT investments in accordance with their adopted technology position. Directing the trajectory of a firm's IT platform and deploying it so as to complement the firm's technology position reduces design uncertainty, promoting reengineering success.     

Strategic planning as an organizational change process—Some guidelines from practice

Learning to cope with the problems and uncertainties created by today's changing business environment is a task which faces ever company. Coping with the challenge of change is not just a question of adapting or reacting to the changes, it may also involve taking new initiatives in relation to the environment itself in order to exploit the opportunities which exist.A company may need to make fundamental adjustments to its philosophy, strategies, organization and practices in order to meet the newer demands of the environment. A prime difficulty is that companies are rarely in a position to start from scratch, they have existing organizational arrangements, power distributions, well established strategies and vested interests all of which tend to resist any kind of change which is likely to upset the ‘status quo’. They also have to overcome outdated beliefs and norms if they are to progress.This article considers the use of a modified approach to strategic planning as a mechanism for helping a company to acquire the norms, organization and strategies needed to cope with today's business environment. It is based on experience gained in helping to re-organize business enterprises engaged in textiles, steel tube manufacture, light engineering, distribution (world wide) and vehicle sales and servicing and also the Government of Jersey, Channel Islands.     

Individual and organizational strategies for coping with organizational change

During times of significant change to organizations in strategies and structures, employees can experience high levels of stress as their jobs, areas of responsibility and roles also change. Yet research is curiously silent about how people react to organizational change, especially towards promoting healthy responses to change. As a first step to outlining areas for future research this paper considers a range of individual and organizational strategies that may be effective in reducing employee stress and related problems. Prior to the implementation of these strategies, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them. At the individual level, employees can respond to the stress created by organizational change by using problem- and emotion-focused strategies. Also important in coping with change are the personal resources of employees, including a sense of hardiness, beliefs about having control over their work environment, and the availability of social supports within and outside the organization. Although few organizations fully acknowledge their role in helping employees cope with change, there are a number of initiatives that organizations can pursue. Several strategies are discussed in relation to communication, leadership, job-related tasks and stress management programmes.     

Hawthorne revisited: Organizational implications of the physical work environment

The influence of the Hawthorne studies on the field of Organizational Behavior is pervasive. Originally intended to demonstrate the effect of the physical work environment on worker productivity, the Hawthorne studies reached an unexpected conclusion that social relations, but not the physical environment, shape organizational outcomes, spawning an enormously generative social relations movement. This chapter attempts to revisit the conclusions of the Hawthorne studies and revitalize interest in influences of physical work environments on diverse organizational outcomes. We do so by reviewing recent research in related disciplines suggesting that concrete physical constructs, such as light and darkness, are not only features of the physical environment, but also important psychological foundations for abstract understanding. We discuss how findings in metaphor and embodied cognition can illuminate our understanding of how, why, and when features of the physical work environment, such as illumination, temperature, and space may shape organizational behavior.     

No going back: A review of the literature on sustaining organizational change

Why do some organizational changes persist, while others decay? The sustainability of change can be defined broadly as the process through which new working methods, performance goals and improvement trajectories are maintained for a period appropriate to a given context. However, sustainability has received limited attention, although the concept reflects Lewin's concern with ‘refreezing’ ( Lewin. K. 1951 . Field Theory in Social Science: Selected Theoretical Papers by Kurt Lewin, UK edition published 1952, ed. D. Cartwright, London: Tavistock). In an uncertain environment, working practices that fail to adapt are targets for change, and stability has been regarded not as a condition to be achieved, but as a symptom of inertia, a problem to be solved. This paper reviews the emerging literature, seeking to develop a provisional model of the processes influencing change sustainability and decay, as a platform for further research. This review suggests that sustainability is dependent on multiple factors, at different levels of analysis: substantial, individual, managerial, financial, leadership, organizational, cultural, political, processual, contextual and temporal. The relative significance of those factors cannot be determined a priori, raising questions concerning the properties of the sustainability process with regard to different types of change in different contexts.     

Managing Change Across Boundaries: Boundary‐Shaking Practices1

To date, boundary spanning has primarily been conceived of as an activity relating an organization to its environment, including other organizations with which it cooperates and competes. In contrast, this study focuses on the boundary spanning practices of individuals acting as change agents to implement boundary‐shaking change initiatives across intra‐organizational boundaries. These boundary‐shaking individuals all work for blue‐chip organizations in sectors as diverse as pharmaceuticals, consultancy and automotive. The change initiatives are equally diverse, including post‐merger integration, exploitation of across‐business synergies and implementing more integrative structures. Through our examination of boundary‐shakers we are able to extend what we know about internal change agency and change agent skills and practices. Our starting point is that organizations are comprised of networks of people with a degree of common interest. Our research shows our research subjects to be active movers and shakers in these networks, using their knowledge of the organizational political context and the motivations of others to create new networks (or new meanings within old networks), which then enables them to pursue their change objectives.     

Ageing, health and productivity: A challenge for the new millennium

The economic implications of Europe's ageing population are considerable. Without an increase in the size of the working population, reducing the possible fiscal deficits will be difficult. This paper reviews this area of increasing concern for basic, applied and strategic researchers, namely how to increase the age at which people typically stop working, without damaging health or productivity. Chronological age per se may not be a good predictor of health and job performance; rather we should examine various mediating and moderating factors. It is argued that attention should focus on national and organizational policies, management attitudes, training, work demands, the working environment, work organization, the psychosocial environment and health promotion. Older workers may currently be subject to discriminatory practices and to stereotypical and inappropriate attitudes which may adversely affect their health and performance. Flexible and intelligent solutions are required. Many organizations, perhaps reflecting western culture, have not yet evolved to the point where the potential contribution of older people is recognized and allowed to flourish. Once current barriers are removed, and existing and developing knowledge applied, an optimistic picture for older workers emerges.     

The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure

There is an extensive private sector literature on organizational change management. However, recent studies have suggested that the specific context of public organizations may have consequences for the management organizational change. This study examines to what extent different change approaches and transformational leadership of direct supervisors contribute to the effective implementation of organizational change in public organizations, and to what extent the bureaucratic structure of public organizations makes the implementation of organizational change s3pecific. The implementation of an organizational change in a Dutch public organization is studied using quantitative methods and techniques. The results indicate that bureaucratic organizations may effectively implement organizational change with both planned and emergent change approaches. The contribution of transformational leadership depends on the type of change approach and organizational structure. Transformational leadership behavior of direct supervisors contributes little to planned processes of change, but is crucial in emergent processes of change in a non-bureaucratic context. Although the literature on change management mostly emphasizes the leadership of senior managers, the leadership role of direct supervisors should not be overlooked during organizational change in public organizations.     

Post bureaucratic organisations and managers

Pressures to change in organizations administered on bureaucratic lines and using the production techniques of “scientific management” are deriving from certain intrinsic attributes of these systems and from changing attributes of the environment. These changes constitute attempts to introduce greater fluidity into organizational structures and attempts to diffuse power. To the extent that they are implemented they imply that future management will centre more on sociological and psychological data, will become more experimental and less directive in style, will focus more on organizational (as against departmental) concerns and will become more responsive to external groupings. They imply also that managers will be judged more by results than by the opinion of peers, that they will be more exposed to challenge and criticism, that they will be held responsible for the quality of the work experience of their subordinates and that their own careers will be less orderly.     

组织设计的主动性与合作性对企业知识共享行为的影响分析

高度扰动的环境诱导着企业组织设计进行适应性变化,组织设计的变化受知识共享需要的诱导,而且相关因素之间呈互补关系.当变化的环境促使企业组织设计变得更有利于提升各组成部分的主动性时,知识共享的需要同时也要求组织增加合作性的组织设计.论文在理论分析和案例研究的基础上,提出了相应的研究假定,并利用问卷数据和结构方程模型对假定进行了分析验证.最后,提出了方向性的制度供应模式.     

‘Bureaucracy‐lite’ and Continuities in Managerial Work

This paper questions three frequently asserted, interrelated claims about developments in management: that centralized, regulated bureaucratic organizations characterized by hierarchy and rules are inevitably giving way to decentralized and empowered post‐bureaucratic organizations characterized by internal networks and an internal market; that, as a consequence, the traditional managerial role of command and control is being superseded by one of facilitation and coordination; and that, in turn, managerial work as routine administration of work processes is being supplanted by the ‘new managerial work’ of non‐routine leadership and entrepreneurship. It is argued that these claims often rest on caricatures of bureaucracy and network organization and are neither new nor well supported by evidence. Against these claims, the paper adduces case‐study evidence which shows that, despite claims about ‘decentralization’ and ‘empowerment’, organizational change may entail not a radical shift to network organization, but more limited change to a different form of bureaucracy in which hierarchy and rules have been retained but in an attenuated and sharper form –‘bureaucracy‐lite’. Consequently, managerial roles continue to be defined in terms of individual responsibility and vertical accountability for an organizational sub‐unit, and managerial work continues to be preoccupied with monitoring and maintaining work processes, routine direction and control of staff and processing information in order to deal with the ambiguities inherent in the dimensions of managerial ‘responsibility’.     

Presenteeism, Power and Organizational Change: Long Hours as a Career Barrier and the Impact on the Working Lives of Women Managers

This paper discusses the results from a survey on the gendered impact of organizational change and the implications for workloads and working hours. These results suggest that restructuring leads to increased workloads and that the pressure of long working hours is associated with male-dominated organizations. Restructuring is also associated with 'presenteeism' (the tendency to stay at work beyond the time needed for effective performance of the job) as fear of redundancy and uncertainty over promotion opportunities lead to a need to demonstrate visible commitment. Such presenteeism was found to be gendered: it is associated with a competitive masculine culture, it is seen by women as a form of 'male resistance' to their presence as managers and it imposes heavy costs on women as they attempt to meet the conflicting demands of work and home. This paper suggests that organizational restructuring can produce dysfunctional outcomes such as 'competitive presenteeism' (whereby managers compete over who stays longest in the office) and that such outcomes have important gender implications. It concludes that gender mix is a defining feature in how well women fit into the organization and how easily they accommodate to changes in organizational structures and managerial work.     

From Blaming the Middle to Harnessing its Potential: Creating Change Intermediaries

Middle managers have been under attack as organizational downsizing and reengineering have reduced their number. They are also frequently portrayed as obstructive and resistant to change. However, recent research suggests that managers at middle levels in organizations may be able to make a strategic contribution. Data from research on how managers in an organization undergoing transformation experience change are used to build on this existing research to demonstrate that middle managers fulfil a complex 'change intermediary' position during implementation. The findings reveal that a key aspect of this position is the need for middle managers to engage in a range of activities to aid their interpretation of the change intent. This interpretation activity then informs the personal changes they attempt to undertake, how they help others through change, how they keep the business going during the transition and what changes they implement in their departments. The interpretation aspect of their role is often overlooked, leading to workload issues and role conflict. These findings offer an alternative perspective on perceived middle manager resistance and lead into suggestions for future research and organizational implications.