Multi-dimentional Attitudes Towards Organisational Changes of Employees of Public Organisations

DOI: https://doi.org/10.35765/pk.2023.410202.24
Keywords: change management, public organization, attitudes towards changes, organizational change

Abstract

Change is a phenomenon inherent in the functioning of all organizations, including public organizations. Introducing changes is inextricably connected with reluctance and resistance from employees. For the purpose of this article, it was assumed that resistance should be perceived as a multidimensional attitude towards change, including affective, cognitive and behavioral components. The aim of the conducted research is to identify statements describing attitudes towards changes and their assessment by employees of public organizations. A survey questionnaire, including 14 statements that were evaluated by employees of various public organizations, was applied. The obtained research results in most cases indicated pessimistic attitudes of employees towards the introduced changes resulting primarily from: fatigue with the changes introduced, not taking into account the fact that constant changes destroy relationships between people, and the fear of loss of employees as a result of the changes. The assessment of attitudes varied significantly, in particular through the type of institution and the level of involvement of employees in the implementation of the changes resulting from the functions performed or qualifications.

Author Biographies

Monika Wakuła, Uniwersytet Przyrodniczo-Humanistyczny w Siedlcach

Doktor, Instytut Nauk o Zarządzaniu i Jakości Uniwersytetu Przyrodniczo-Humanistycznego w Siedlcach. Zaintersowania naukowe obejmują problematykę zarządzania finansami, rachunkowości i sprawozdawczości finansowej w jednostkach samorządu terytorialnego.

Krzysztof Krukowski, Uniwersytet Warmińsko-Mazurski w Olsztynie

Doktor habilitowany, profesor Uniwersytetu Warmińsko-Mazurskiego w Olsztynie, Dyrektor Instytutu Nauk o Zarządzaniu i Jakości, członek Komitetu Nauk Organizacji i Zarządzania Polskiej Akademii Nauk. Doktor habilitowany nauk ekonomicznych w zakresie nauk o zarządzaniu. Zainteresowania naukowe dotyczą zarządzania organizacjami publicznymi.

Maciej Zastępowski, Uniwersytet Mikołaja Kopernika w Toruniu

Profesor, doktor habilitowany Wydział Nauk Ekonomicznych i Zarządzania Uniwersytetu Mikołaja Kopernika w Toruniu, Kierownik Katedry Zarządzania Przedsiębiorstwem, członek Komitetu Nauk Organizacji i Zarządzania PAN oraz polskich i zagranicznych stowarzyszeń naukowych. Zainteresowania badawcze skupia na problematyce innowacyjności we współczesnych organizacjach.

Artur J. Kożuch, Wojskowa Akademia Techniczna w Warszawie

Doktor habilitowany, profesor Wojskowej Akademii Technicznej w Warszawie, Kierownik Zakładu Systemów Zarządzania w Instytucie Organizacji i Zarządzania. Doktor habilitowany nauk ekonomicznych w zakresie nauk o zarządzaniu. Zainteresowania naukowe obejmują problematykę zarządzania w organizacjach publicznych, w tym zarządzanie finansami i jego instrumentarium.

References

Armenakis, A.A. i Harris, S.G. (2002). Crafting a change message to cre-ate transformational readiness. Journal of Organizational Change Management, 15(2), 169–183.

Bacharach, S. i in. (1996). The organizational transformation process: dissonance reduction and logics of action in the aftermath of deregu-lation. Administrative Science Quarterly, 41(3), 477–506.

Bartunek, J.M., Rousseau, D.M., Rudolph, J.W. i DePalma, J.A. (2006). On the receiving end: Sensemaking, emotion, and assessments of an organizational change initiated by others. The Journal of Applied Be-havioral Science, 42(Jun), 182–206.

Bartunek, J.M. i Woodman, R.W. (2015). Beyond Lewin: Toward a temporal approximation of organization development and change. Annual Review of Organizational Psychology and Organizational Be-havior, 2, 157–182.

Basch, J. i Fisher, C.D. (2000). Affective events-emotions matrix: classifi-cation of work events and associated emotions. In: N.M. Ashkanasy i in. (red.), Emotions in the Workplace: Research, Theory and Practice. Westport, CT: Quorum Books, 36–48.

Berson, Y., Oreg, S. i Wiesenfeld, B. (2021). A construal level analysis of organizational change processes. Research in Organizational Behav-ior, 100–148.

Bovey, W.H. i Hede, A. (2001). Resistance to organizational change: the role of cognitive and affective processes. Leadership & Organization Development Journal, 22 (8), 372–382.

Brewer, G. (2006). All Measures of Performance are subjective. W: G.A. Boyne, K.J. Meier, L.J. O’Toole i R.M. Walker, Public Service Per-formance: Perspectives on Measurement and Management. Cam-bridge UK: Cambridge University Press, 35–54.

Dawson, P. (2003). Understanding Organizational Change. The Contemporary Experience of People at Work. London: SAGE Pub-lications.

Denis, J.L., Langley, A. i Rouleau, L. (2005). Rethinking leadership in public organizations. W: E. Ferlie, L. Lynn i C. Pollitt (red.), The Oxford hand-book of public management. Oxford: Oxford University Press, 446–467.

Dent, E.B. i Goldberg, S.G. (1999). Challenging “resistance to change”. Journal of Applied Behavioral Science, 35(1), 25–41.

Doyle, M., Claydon, T. i Buchanan, D. (2000). Mixed results, lousy pro-cess: the management experience of organizational change. British Journal of Management, 11, 59–80

Festinger, L. (1957). A theory of cognitive dissonance. Evanstone, IL: Row, Peterson.

Gersick, C.J.G. (1991). Revolutionary change theories: a multilevel explo-ration of the punctuated equilibrium paradigm. Academy of Manage-ment Review, 16(1), 10–36.

Giangreco, A. i Peccei, R. (2005). The nature and antecedents of middle manager resistance to change: evidence from an Italian context. In-ternational Journal of Human Resource Management, Vol. 16, No. 10, 1812–1829.

Gilbert, C.G. (2006). Change in the presence of residual fit: Can compet-ing frames coexist? Organization Science, 17, 150–167.

Hambrick, D.C. i Finkelstein, S. (1987). Managerial discretion: A bridge between polar views of organizational outcomes. Research in Organi-zational Behavior, 9, 369–406.

Howard, A. (2006). Positive and negative emotional attractors and inten-tional change. Journal of Management Development, Vol. 25, No. 7, 657–670. DOI: https://doi.org/10.1108/02621710610678472

Hughes, M. (2011). Do 70 per cent of all organizational change initiatives really fail? Journal of Change Management, 11(4), 451–464.

Jensen, R. (2015). Common method bias in public management studies. International Public Management Journal, 18(1), 3–30.

Kiefer, T. (2002). Understanding the emotional experience of organiza-tional change: evidence from a merger. Advances in Developing Hu-man Resources, 4(1), 39–61.

Krawczyk-Bryłka, B. (2014). Optymizm przedsiębiorców a ich postawy wobec zmian. Prace Naukowe Uniwersytetu Ekonomicznego we Wro-cławiu, nr 357, 49–58.

Krukowski, K., Raczyńska, M. i Escher, I. (2021). Change Management Success Factors in Polish Public Administration. European Research Studies Journal, Vol. XXIV, Special Issue 3, 1–16.

Lazarus, R.S. (1991). Cognition and motivation in emotion. American Psy-chologist, 46(4), 352–367.

Lewin, K. (1951). Field theory in social science. New York: Harper.

Lines, R. (2004). Influence of participation in strategic change: resistance, organizational commitment and change goal achievement. Journal of Change Management, 4(3), 193–215.

Lines, R. (2005). The structure and function of attitudes toward organiza-tional change. Human Resource Development Review, Vol. 2, 1–25.

MacKenzie, S.B. i Podsakoff, P.D. (2012). Common Method Bias in Mar-keting: Causes, Mechanisms, and Procedural Remedies. Journal of Retailing, 88, 542–555.

Metin, I. i Camgoz, S.M. (2011). The advances in the history of cognitive dissonance theory. International Journal of Humanities and Social Sci-ence, 1(6), 131–136.

Neiva, E.R., Ros, M. i Paz, M.G.T. (2005). Attitudes towards organiza-tional change: validation of a scale. Psychology in Spain, 9(1), 81–90.

Nord, W.R. i Jermier, J.M. (1994). Overcoming resistance to resistance: Insights from a study of the shadows. Public Administration Quarterly, 396–409.

Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15, 1, 73–101. DOI: 10.1080/13594320500451247

Oreg, S. (2003). Resistance to change: Developing an individual differ-ences measure. Journal of Applied Psychology, 88(4), 587–604.

Oreg, S. i Berson, Y. (2019). Leaders’ impact on organizational change: Bridging theoretical and methodological chasms. The Academy of Management Annals, 13, 272–307.

Piderit, S.K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783–794.

Podsakoff, P.M., MacKenzie, S.B. i Podsakoff, N.P. (2012). Sources of Method Bias in Social Science Research and Recommendations on How to Control It. Annual Review of Psychology, 63, 539–569.

Sharpe, A. (1998). Organizational change and the psychological contract. Paper presented to the British Academy of Management Annual Con-ference, Nottingham, September

Siemiński, M. i Krukowski, K. (2020). Conditions of the change implemen-tation process in city councils in Poland. Zeszyty Naukowe. Organiza-cja i Zarządzanie/Politechnika Śląska. 149.

Smollan, R.K. (2006). Minds, hearts and deeds: Cognitive, affective and behavioural responses to change. Journal of Change Management, 6:2, 143–158. DOI: 10.1080/14697010600725400

Sonenshein, S. (2009). Emergence of ethical issues during strategic change implementation. Organization Science, 20(1), 223–239.

Sonenshein, S. i Dholakia, U. (2012). Explaining employee engagement with strategic change implementation: A meaning-making approach. Organization Science, 23, 1–23.

Perspektywy Kultury tom 41/2
Published
2023-05-17
How to Cite
[1]
Wakuła, M., Krukowski, K., Zastępowski, M. and Kożuch, A.J. 2023. Multi-dimentional Attitudes Towards Organisational Changes of Employees of Public Organisations. Perspectives on Culture. 41, 2/2 (May 2023), 411-432. DOI:https://doi.org/10.35765/pk.2023.410202.24.
Issue
Vol. 41 No. 2/2 (2023): Rights of Nations in the Era of Cultural Interaction
Section
Management and Marketing

Copyright (c) 2023 Jesuit University Ignatianum in Krakow

Creative Commons License

This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.

Autor, zgłaszając swój artykuł, wyraża zgodę na korzystanie przez Wydawnictwo Uniwersystet Ignatianum z utworu na następujących polach eksploatacji:

  1. utrwalania utworu w formie papierowej, a także na nośniku cyfrowym lub magnetycznym;
  2. zwielokrotnienia utworu dowolną techniką, bez ograniczenia ilości wydań i liczby egzemplarzy;
  3. rozpowszechniania utworu i jego zwielokrotnionych egzemplarzy na jakimkolwiek nośniku, w tym wprowadzenia do obrotu, sprzedaży, użyczenia, najmu;
  4. wprowadzenia utworu do pamięci komputera;
  5. rozpowszechniania utworu w sieciach informatycznych, w tym w sieci Internet;
  6. publicznego wykonania, wystawienia, wyświetlenia, odtworzenia oraz nadawania i reemitowania, a także publicznego udostępniania utworu w taki sposób, aby każdy mógł mieć do niego dostęp w miejscu i czasie przez siebie wybranym. 

Wydawca zobowiązuje się szanować osobiste prawa autorskie do utworu.