A Study on the Effect of the Policy Acceptance and Turnover Intention of the Members of Relocated Public Institutions: Verification of the Mediated Effect of Organizational Change Resistance

2021 ◽  
Vol 24 (4) ◽  
pp. 83-111
Author(s):  
Jeesoo Jeon ◽  
Nari Kim
Keyword(s):  
Organizational Change ◽  
Turnover Intention ◽  
Public Institutions ◽  
Change Resistance

scholarly journals TO EXAMINE LEADER-MEMBER EXCHANGE AS MODERATING VARIABLE ON THE INFLUENCE OF EMPLOYEE PSYCHOLOGICAL UNCERTAINTY TOWARD EMPLOYEES’ JOB SATISFACTION AND TURNOVER INTENTION

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Muhammad Zakiy
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Turnover Intention ◽  
Negative Influence ◽  
Positive Influence ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Relationship Of ◽  
The Impact

The studies revealed that organizational change could create employee’s psychological uncertainty. However, this study argues that the quality of leader-member exchange enables to control the impact of the psychological uncertainty during the change toward employee’s attitude. This study represents job satisfaction and turnover intention as proxy of employee’s attitude for that matter. Based on social exchange theory, quality relationship of leader and employees affects on the relationship of psychological uncertainty and employee’s job satisfaction and turnover intention. This study selected private hospitals experiencing the changes of operational system for complying with national health security system. This study conducted cross-section survey for individual level-analysis. This study produces some findings. Firstly, the LMX has been failed to reduce the negative influence of psychological uncertainty towards employee’s job satisfaction, although the quality of the LMX was good. employee’s job satisfaction is more perceived as  personal afective state experienced during the organizational change. Secondly, the LMX has been successfully moderated the positive influence of the psychological uncertainty towards employee’s turnover intention.The data were collected by using questioners, distributed to the employees who worked in hospitals in Yogyakarta Province. There were 193 questioners that could be collected and analyzed by using Moderated Regression Analysis (MRA) to test the hypothesis by using SPSS application version 21. The result of the study shows that psychological uncertainty had negative correlation to employee’s job satisfaction and positive influence to psychological uncertainty toward turnover intention. Besides, LMX was proven to moderate positive influence of psychological uncertainty toward turnover intention, but it could not moderate negative influence of psychological uncertainty toward job satisfaction. 

scholarly journals National policies as drivers of organizational change in universities: A string of reinforcing reforms

2020 ◽  
pp. 1-23
Author(s):  
Andreas Kjær Stage ◽  
Kaare Aagaard
Keyword(s):  
Organizational Change ◽  
National Policy ◽  
Change Resistance ◽  
Turn Of The Millennium ◽  
Policy Reforms ◽  
Global Trends ◽  
Path Dependencies ◽  
Staff Composition ◽  
Local Path ◽  
The Impact

Since the turn of the millennium, the Danish university sector has been one of the most intensely reformed in Europe. In parallel, the staff composition of Danish Universities has also changed more than the corresponding compositions in other Western countries. But how direct is the link between the policy reforms and the staff changes? While we expect national policy reforms to have influence on organizational change in universities, we also know that the content and impact of policies are often shaped and modified by global trends as well as local path dependencies. To shed light on this question, this article examines the impact of four major reforms on the staff composition of Danish universities by interpreting long-term staff data at multiple levels. Contrary to the notions of change resistance and path dependency, the empirical analysis suggests that a consistent string of policy reforms has had a profound impact on the Danish universities. However, the analysis also shows that the links between national reforms and actual changes are seldom immediate and straightforward and that the local, national, and global levels interact. In doing so they often appear to reinforce the influence of each other.

scholarly journals ORGANIZATIONAL CHANGE AND EMPLOYEE STRESS: EMPIRICAL ANALYSIS OF EMPLOYEES IN THE REPUBLIC OF NORTH MACEDONIA

2021 ◽  
Author(s):  
Andrijana Ristovska ◽  
◽  
Ljupco Eftimov ◽  
Keyword(s):  
Organizational Change ◽  
Human Resource ◽  
Turnover Intention ◽  
Structural Changes ◽  
Implementation Process ◽  
Significant Difference ◽  
Different Types ◽  
Employee Stress ◽  
The Republic ◽  
The Impact

This paper addresses the issue of the importance and necessity of introducing constant organizational changes and their impact on employee stress as one of the primary pull factors of the employee turnover intention. In this regard, human resource managers in organizations are becoming increasingly aware that hiring and retaining talents are the most important determinants of success in the complex global world and that they must work more intensively on modernizing the process of change management to help employees, not only for acceptance, but also for their involvement in the change implementation process. The number of respondents from the processed data so far is 439 employees (differing according to their demographic characteristics). The purpose of this paper is to determine whether there is a statistically significant difference between the four different types of organizational change according to the Cummings and Worley (2014) organizational change classification (Human process changes; Techno-structural changes; Human resource management changes and Strategic changes), regarding their impact on the employee emotional state, as well as which type of organizational change has the most significant impact on employee stress in the Republic of North Macedonia. The survey findings contributed to the conclusion that Macedonian employees in terms of their feelings of fear, anxiety, nervousness, etc., equally perceive the impact of the different types of organizational change. More specifically, there are no statistically significant differences between the impacts of the different types of organizational change over the stress they face because of these changes.

scholarly journals CAMBIO ORGANIZACIONAL Y POLÍTICA DE INCENTIVOS EN LAS UNIVERSIDADES PÚBLICAS: EXPERIENCIA EN EL ÁREA DE LAS CIENCIAS SOCIALES EN UNA UNIVERSIDAD MEXICANA

2019 ◽  
pp. 1-4
Keyword(s):  
Social Sciences ◽  
Organizational Change ◽  
Institutional Change ◽  
Public Universities ◽  
Public Institutions ◽  
The Public ◽  
Palabras Clave ◽  
The Government ◽  
Superior Education ◽  
Validation Of Results

CAMBIO ORGANIZACIONAL Y POLÍTICA DE INCENTIVOS EN LAS UNIVERSIDADES PÚBLICAS: EXPERIENCIA EN EL ÁREA DE LAS CIENCIAS SOCIALES EN UNA UNIVERSIDAD MEXICANA ORGANIZATIONAL CHANGE AND POLITICAL OF INCENTIVES IN THE PUBLIC UNIVERSITIES: EXPERIENCE IN THE AREA OF SOCIAL SCIENCES IN A MEXICAN UNIVERSITY Pablo Manuel Chauca Malásqueza DOI: https://doi.org/10.33017/RevECIPeru2008.0001/ RESUMEN El trabajo presenta una interpretación de los factores que posibilitan la aplicación de un sistema de incentivos basado en méritos académicos en las universidades públicas. La discusión se plantea desde la perspectiva del cambio organizacional e institucional. Se argumenta que el desarrollo de un sistema de incentivos en las instituciones públicas de educación superior está asociado a transformaciones en el nivel de los actores académicos (individuos y grupos), en el nivel institucional (reglas y formas de coordinación) y en el nivel de las interacciones con el entorno. Se sostiene que dichas transformaciones implican a su vez cambios en las formas de gobierno, en las formas de gestión, en las fuentes de financiamiento, en las relaciones de enseñanza – investigación, y en los criterios de validación de resultados. Como ilustración, se comenta a lo largo del texto, acerca de la experiencia en el campo de las ciencias sociales en una universidad pública del interior de la república mexicana. Palabras clave: Cambio organizacional, cambio institucional, sistema de incentivos, formas de trabajo, entorno de aplicación. ABSTRACT The work displays an interpretation of the factors that make possible the application of a system of incentives based on academic merits in the public universities. The discussion considers from the perspective of the organizational and institutional change. It is argued that the development of a system of incentives in the public institutions of superior education is associate to transformations in the level of the academic actors (individual and groups), in the institutional level (rules and forms of coordination) and in the level of the interactions with the surroundings. It is maintained that these transformations imply as well changes in the government forms, in the forms of management, the sources of financing, the relations of education - investigation, and in the criteria of validation of results. Like illustration, one comments throughout the text, about the experience in the field of social sciences in a public university of the interior of the Mexican Republic. Keywords: Organizational change, institutional change, system of incentives, forms of work, surroundings of application.

scholarly journals Оrganizational Change as “Push Factor” of Employees’ Turnover Intention: Statistical Analysis of the Employees in the Republic of North Macedonia

2021 ◽  
Vol 2 (2) ◽  
pp. 41-54
Author(s):  
Andrijana Ristovska ◽  
◽  
Ljupco Eftimov ◽  
Keyword(s):  
Organizational Change ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Technological Development ◽  
Organizational Changes ◽  
Independent Variables ◽  
Employee Turnover Intention ◽  
Different Types ◽  
The Republic ◽  
The Impact

The process of globalization and intensive technological development imposes the need to constantly introduce different types of organizational changes. Human resource managers in organizations are becoming increasingly aware that hiring and retaining talents are the most important determinants of success in the complex global world and that they must work more intensively on modernizing the process of change management to help employees, not only for acceptance, but also for their involvement in the change implementation process. This paper analyzes the impact of four different types of organizational change on employee turnover intention, according to the Cummings and Worley (2014) organizational change classification. The statistical method of simple linear regression was applied to predict and evaluate the turnover intention of the employees in the Republic of North Macedonia (as a dependent variable “Y”) based on the value of each of the types of organizational changes (as independent variables “X”). A multiple regression method was also applied in order to analyze the associations between the independent variables and the dependent variable and identify the type of organizational changes that most significantly affects the employee turnover intention. The analysis was conducted based on the findings obtained from the respondents who completely answered the survey questionnaire (282 employees in the Republic of North Macedonia, different according to their demographic characteristics). The correlation analysis shows there are positive correlation as well as causal relationship between all four types of organizational changes and the employee turnover intention, where techno-structural interventions have the most significant impact.

scholarly journals Gender Differences in Implementing Organizational Change in Romania’s Central Public Administration

2021 ◽  
Vol 19 (1) ◽  
pp. 9-40
Author(s):  
Constantin M. Profiroiu ◽  
Alina G. Profiroiu ◽  
Corina C. Nastaca
Keyword(s):  
Gender Differences ◽  
Transformational Leadership ◽  
Organizational Change ◽  
Public Administration ◽  
Public Institutions ◽  
Transformational Leaders ◽  
Opinion Survey ◽  
Female Leaders ◽  
Almost All ◽  
The Relationship

The present study analyses the gender differences in implementing organizational change in Romania’s central public administration, from a subordinates’ perspective, in order to establish whether female leaders are more likely to adopt change in comparison to their male counterparts. The research methodology consists of an opinion survey conducted in the central public administration of Romania based on a questionnaire. The study reveals that female leaders are perceived in a positive, yet not in a better manner than men. They are considered transformational leaders capable of involvement in the process of organizational change of public institutions. There are no significant differences between the perceptions of men and women as leaders, although almost all the differences are in favour of men. The study shows a strong correlation between transformational leadership and leaders’ capacity of implementing the management of change, the relationship being stronger in the case of female leaders who should continue to strengthen transformational behaviours.

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