Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Readiness for organizational change: A longitudinal study of workplace, psychological and behavioural correlates

Readiness for organizational change: A longitudinal study of workplace, psychological and... To examine factors influencing readiness for healthcare organizational change, 654 randomly selected hospital staff completed questionnaires measuring the logistical and occupational risks of change, ability to cope with change and to solve jobrelated problems, social support, measures of Karasek's (1979) active vs. passive job construct (job demand× decision latitude) and readiness for organizational change. Workers in active jobs (Karasek, 1979) which afforded higher decision latitude and control over challenging tasks reported a higher readiness for organizational change scores. Workers with an active approach to job problem‐solving with higher job change self‐efficacy scores reported a higher readiness for change. In hierarchical regression analyses, active jobs, an active job problem‐solving style and job‐change self‐efficacy contributed independently to the prediction of readiness for organizational change. Time 1 readiness for organizational change scores and an active approach to job problem‐solving were the best predictors of participation in redesign activities during a year‐long re‐engineering programme. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Occupational and Organizational Psychology Wiley

Readiness for organizational change: A longitudinal study of workplace, psychological and behavioural correlates

Loading next page...
 
/lp/wiley/readiness-for-organizational-change-a-longitudinal-study-of-workplace-FLGsErC3ub

References (40)

Publisher
Wiley
Copyright
2002 The British Psychological Society
ISSN
0963-1798
eISSN
2044-8325
DOI
10.1348/096317902321119637
Publisher site
See Article on Publisher Site

Abstract

To examine factors influencing readiness for healthcare organizational change, 654 randomly selected hospital staff completed questionnaires measuring the logistical and occupational risks of change, ability to cope with change and to solve jobrelated problems, social support, measures of Karasek's (1979) active vs. passive job construct (job demand× decision latitude) and readiness for organizational change. Workers in active jobs (Karasek, 1979) which afforded higher decision latitude and control over challenging tasks reported a higher readiness for organizational change scores. Workers with an active approach to job problem‐solving with higher job change self‐efficacy scores reported a higher readiness for change. In hierarchical regression analyses, active jobs, an active job problem‐solving style and job‐change self‐efficacy contributed independently to the prediction of readiness for organizational change. Time 1 readiness for organizational change scores and an active approach to job problem‐solving were the best predictors of participation in redesign activities during a year‐long re‐engineering programme.

Journal

Journal of Occupational and Organizational PsychologyWiley

Published: Dec 1, 2002

There are no references for this article.