Literature Review on "Workplace Reorganization and Its Effects on the Welfare of Employees"
Literature Review 10 pages (2740 words) Sources: 8
[EXCERPT] . . . .
Workplace Re-Organization and Its Effects on the Welfare of EmployeesOrganizational change has gained incremental momentum within the specialized literature of the past recent years. The dimensions of organizational change are numerous, including elements such as the necessity for change, the actual plan of change implementation or the management of change and its impacts. The academic community generally agrees with the incremental role played by organizational change within the contemporaneous business society. Offering a definition of organizational change is a highly challenging task and this difficulty is pegged to the complexity of the process on the one hand, and the perception that the term of organizational change is clear and does not require a formal definition, on the other hand. Some authors will simply commence their discussions of the desired dimensions of organizational change, whereas others will strive to offer a definition. In this light of events, some notable definitions or organizational change include the following:
1. "Organizational change involves, by definition, a transformation of an organization between two points in time" (Barnett and Carroll, 1995).
2. "There are several types of changes in ones organization. They are changing nature of the workforce, technology, economic shocks, competition, social trends and world politics" (Eric, 2008).
3. "Change initiatives […] range from corporate restructuring and the replacement of key personnel through to the minor modification of basic operating procedures" (Dawson, 2003).
4. "Organizations are not the same all the time. They d
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Once the meaning of organizational change is offered -- or implied -- the authors move on to the discussion of the change dimensions of interest. One such dimension refers to the time frame in which change occurs. While some organizational leaders still implement change as a sporadic event, others argue that the change process is an integrant party of the business model and that change is an ongoing process. From this latter standpoint, change is no longer perceived as a temporary event, but as an ongoing business model by which the company managers strive to improve and consolidate their competitive positions.
Authors Karl. E. Weick and Robert E. Quinn (1999) reveal the growing concern over the increasing pace of organizational change. They argue that a discrepancy occurs in the nature of change, which is now perceived in a dual mode. On the one hand, organizational change is perceived as a sporadic event, which occurs every now and then. On the other hand, it is perceived and implemented as a continuous process. In order to settle the debate, the two authors analyze change from different standpoints, such as conducting an analysis of the organization through the lenses of change implementation, or the identification of the nature of organizations implementing sporadic and ongoing change.
A noteworthy element in their article Organizational Change and Development is constituted by the comparison of sporadic and ongoing change through four distinct lenses -- metaphor of organization, analytic framework, ideal organization, intervention theory and the role of the change agent. This analysis is briefly revealed in the table below:
Sporadic change
Ongoing change
Metaphor of organization
Organizations are inertial and change is infrequent, planned and discontinuous
Organizations are emergent, change is seen as evolution
Analytic framework
Change is driven from the external environment; it is dramatic and disrupts equilibrium
Continuous small and large responses to emergent features, organized under continuous change and adaptation
Ideal organization
The ideal organization is able to continually adapt
The ideal organization is able to continually adapt
Intervention theory
Three levels
1. Unfreeze -- preparation for change
2. Transition -- implementation of new knowledge, values and other change components
3. Refreeze -- solidification of change
Three levels:
1. Unfreeze -- identify the need for change
2. Rebalance -- implement change
3. Refreeze -- solidification of change and the search for new change opportunities
Role of the change agent
The change agent creates the change
The change agent redirects the change process
At the end of their analysis, Weick and Quinn conclude that episodic and continuous changes are both present within the business community and that they are implemented by organizations with distinctive features. Additionally, they find that both types of change are generated by an internal failure to adapt to a specific phenomenon and that, in spite of a theoretic separation of the two types of change, the process of change is in fact ongoing. "Our review suggests both that change starts with failures to adapt and that change never starts because it never stops" (Weick and Quinn).
In response to the statement that the reactions of the organization to change differ in relationship to the nature of the firm, this conclusion seems to be enforced by Bob Hamlin, Jane Keep and Ken Ash (2001) in their Organizational Change and Development: A Reflective Guide for Managers. The three authors reveal that the employees in public institutions are more reticent to change than the employees in private institutions. The table below reveals the various degrees of change acceptance and its impacts across different types of organizations:
Table 1: The impact of change on loyalty, morale, motivation and sense of job security by type of business:
All
Charity / non-profit
Family owned businesses
Partnerships
Private limited companies
Pic's
Public sector
Effect on loyalty
Increased
10
14
21
14
15
7
6
Unchanged
44
45
52
57
52
42
36
Decreased
46
42
28
29
33
51
59
Effect on morale
Increased
17
20
36
40
26
15
8
Unchanged
21
20
29
7
23
26
13
Decreased
62
60
36
53
50
59
79
Effect on motivation
Increased
22
28
25
33
30
21
14
Unchanged
30
23
39
20
37
34
23
Decreased
48
49
36
47
34
45
63
Effect on perceived job security
Increased
11
9
14
13
19
10
5
Unchanged
26
29
32
40
30
25
19
Decreased
64
62
54
47
51
65
76
Hamlin, Keep and Ash
Aside the nature of change, another important dimension in the analysis of the process is represented by its impacts on the various categories of organizational stakeholders. In terms of customers, organizational change processes have the ability to increase the levels of client satisfaction through an increase in the quality of the products and services offered. After conducting a study on the means in which organizational change in the banking sector impacts customers, Gagandeep Kaur at the Panjab University concluded that "banks can create customer satisfaction by exhibiting trustworthy behavior, showing genuine commitment to service, communicating information to customers efficiently and accurately, delivering services competently, handling potential and manifest conflicts skillfully, and improving overall customer relationship quality" (Kaur). The academician also argues that organizational change can have a positive impact on the levels of employees' on the job satisfaction.
In terms of the staff members however, these will often reveal a reticence to change, which will delay the successful implementation of the process. The most commonly forwarded reason for the reticence employees reveal relative to change is that of their fear of the unknown. Yet, this constitutes a mere section of the reticence rationale. At a general level, the reticence to change is generated by the realization of a change in the job processes; by a reduction in the economic security of the job; by a psychological threat (be it real or perceived); by the disruption of social arrangements or by the lowering of the employee's status within the organizational context (Dawson).
At a more specific level, Patrick Dawson identified a total of 13 reasons which create reticence to organizational change. They are revealed below:
1. The inability of the employees to comprehend the problem
2. The dismissal of the solution in favor of another alternative
3. The employees' sentiment that the proposed solution would not lead to the established objectives
4. The personal costs in accepting the change are unacceptable
5. The rewards in embracing the change are insufficient
6. The employees are afraid that they would not be able to cope with the new situation
7. The change reveals the risk of disrupting the current social arrangements
8. The sources of control and influence would be eroded
9. The change would integrate new values and practices
10. The employees reveal a reduced willingness to change
11. The employees feel that the managerial rationale for change is suspicious
12. The new change proposal is undervalued in comparison to other interests, and last
13. The change would reduce the professional power and opportunities for the employees (Dawson).
Most of these change resistance roots are addressed through the practice called organizational change management. Through this practice, organizational leaders strive to decrease the reticence to change and create an environment in which the impacts of the change are positive on all categories of stakeholders, including the staff members. Yet, in spite of these efforts, negative impacts can still occur. The specialized literature offers various instances… READ MORE
Quoted Instructions for "Workplace Reorganization and Its Effects on the Welfare of Employees" Assignment:
First off thank you! This is my first time using this site, it comes with high praise from other students. I look forward to working with your company in the future also and have full trust in this site and the work I will receive.
About my paper:
This lit review will be a part of an action research paper that I will be writing. The breakdown of my paper will be me describing a situation that was in need of attention (SITNA) in my workplace between two employees (a DYAD), I will be writing about this experience since I have spent months working with them. The topic that I am looking into with these two employees has to do with workplace reorganization. These two employees have been chosen by management to bring order back to the department after we have been re-orged. The hope of management is for the department, as a whole, to be able to get back on track and work in a *****"business as usual*****" manner in a shorter amount of time so that the welfare of the employees will not be compromised.
The Lit Review section of the paper does not need to focus on the situation that I dealt with working with the employees per se. I just need literature to support my interviews and months working with the teams and their experiences of going through the process of departmental changes. Mainly, this lit review will add to the work that I have done. I am basically looking for journals, books, articles that talk about the effects that departmental re-organizations have on employees. The conclusion of my research, I feel, will be that no matter what is put into place by management work place departmental re-organization has a strong effect on employees and their welfare at work. I am not sure what the literature says at this point of course, but this is the direction that I*****am thinking that the research will take me.
The structure of my paper (just so you know where the lit reivew section will be going) is:
Introduction
Description of my work with my DYAD and the SITNA
Lit Review
Conclusion
Please feel free to contact me with any questions.
Thank you!
Robin
*****
How to Reference "Workplace Reorganization and Its Effects on the Welfare of Employees" Literature Review in a Bibliography
“Workplace Reorganization and Its Effects on the Welfare of Employees.” A1-TermPaper.com, 2010, https://www.a1-termpaper.com/topics/essay/workplace-re-organization-effects/5057680. Accessed 6 Jul 2024.
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