watch at least three of the following short videos from the PBS Frontline World (Stories by Region - Africa) site or one longer documentary film from the PBS Frontline site. Frontline is a highly respected documentary film producer. While a few of the films are somewhat older, the content is relevant to our study of Sub-Saharan Africa and this week’s DB topic. If any of the links are inaccessible, simply select another film.
For this week's DB assignment you should discuss one or both of the following questions:
1. How much should Sub-Saharan Africa's current challenges (poverty, conflict, debt, etc.) be attributed to factors such as European colonization or outside forces such as globalization …or how much are they now the responsibility of Africans?
2. Does (and if so, how much) the international community have a responsibility to help Africans with challenges such as diseases (HIV/AIDS, Malaria, etc.), poverty, inequitable land distribution, ethnic and religious conflict, debt, etc.? If so, please give some specific examples of what should and can be done.
Here are a few links:
· Liberia: Give peace a chance - http://www.pbs.org/frontlineworld/rough/2007/05/liberia_give_pe.html
· Zimbabwe: Shadows and Lies - http://www.pbs.org/frontlineworld/stories/zimbabwe504/video_index.html
· South Africa: Inside the cycle of rape - http://www.pbs.org/frontlineworld/rough/2010/07/south_africa_a.html
· This Land is Ours: Who should own Namibia's farms? - http://www.pbs.org/frontlineworld/rough/2005/08/this_land_is_ou.html
· Somalia: A Reporter's Search for Al Qaeda - http://www.pbs.org/frontlineworld/rough/2007/02/somalia_a_repor.html
· Ghana: Digital Dumping Ground - http://www.pbs.org/frontlineworld/stories/ghana804
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye, [email protected]
Abstract: Today, researchers have been exploring employee’s resistance to change and how to
foresee these aversive behaviors during organizational change process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees view organizational change in a negative
way even if change efforts will results in favorable consequences for them. At this point,
communication process has a crucial effect on the perception of employees towards change process. In
addition, several studies confirm the role of perceived justice in the organization during organizational
change. So, the effects of communication and perception of justice on behaviors of employees during
change process and the contribution of communication on resistance to change through perception of
organizational justice was explored. The research was conducted among 583 employees in Turkey. The
results of the regres ...
Business and Economics Research Journal Volume 5 Number .docxRAHUL126667
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye, [email protected]
Abstract: Today, researchers have been exploring employee’s resistance to change and how to
foresee these aversive behaviors during organizational change process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees view organizational change in a negative
way even if change efforts will results in favorable consequences for them. At this point,
communication process has a crucial effect on the perception of employees towards change process. In
addition, several studies confirm the role of perceived justice in the organization during organizational
change. So, the effects of communication and perception of justice on behaviors of employees during
change process and the contribution of communication on resistance to change through perception of
organizational justice was explored. The research was conducted among 583 employees in Turkey. The
results of the regression analysis showed that perception of organizational justice plays a mediating
role between communication to resistance and change.
Keywords: Change, resistance to change, perception of justice, communication.
JEL Classification: M10, M12
1. Introduction
Global competition, new age information technologies, global economic crises, new
political strategies and rapidly evolving consumption trends are stimulants for organizational
change. Organizations must implement continuous and transformational change to remain
competitive (Cohen, 1999). For instance, Forbes published its first Top 100 Companies list in
1917. It re-printed it in 1987, showing that 61 of the original 100 companies has no longer
existed (Foster & Kaplan, 2001). This shows that in today’s dynamic world, organizations must
change or go out of business.
So, organizational change has become a very popular subject for scholars and
researchers. Organizations have been spending huge amounts of money, time and human
capital to be successful in their change efforts. However, Beer, Eisenstat and Spector (1990)
noted that change programs often failed or made situations worse. Such results have led
researchers and practitioners to search how organizations can successfully accomplish
change processes. The reasons for failure in the change process were found as technological
difficulties and lack of money, but most importantly, human related problems (Lawrence,
1954 cited in Foster, 2008).
The Role of Corporate Communication and Perception of Justice during Organizational Change Process
Business and Economics Research Journal
5(4)2014
144
There are several studies that have attempted to understand and predict emp ...
Business and Economics Research Journal Volume 5 Number .docxhumphrieskalyn
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye, [email protected]
Abstract: Today, researchers have been exploring employee’s resistance to change and how to
foresee these aversive behaviors during organizational change process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees view organizational change in a negative
way even if change efforts will results in favorable consequences for them. At this point,
communication process has a crucial effect on the perception of employees towards change process. In
addition, several studies confirm the role of perceived justice in the organization during organizational
change. So, the effects of communication and perception of justice on behaviors of employees during
change process and the contribution of communication on resistance to change through perception of
organizational justice was explored. The research was conducted among 583 employees in Turkey. The
results of the regression analysis showed that perception of organizational justice plays a mediating
role between communication to resistance and change.
Keywords: Change, resistance to change, perception of justice, communication.
JEL Classification: M10, M12
1. Introduction
Global competition, new age information technologies, global economic crises, new
political strategies and rapidly evolving consumption trends are stimulants for organizational
change. Organizations must implement continuous and transformational change to remain
competitive (Cohen, 1999). For instance, Forbes published its first Top 100 Companies list in
1917. It re-printed it in 1987, showing that 61 of the original 100 companies has no longer
existed (Foster & Kaplan, 2001). This shows that in today’s dynamic world, organizations must
change or go out of business.
So, organizational change has become a very popular subject for scholars and
researchers. Organizations have been spending huge amounts of money, time and human
capital to be successful in their change efforts. However, Beer, Eisenstat and Spector (1990)
noted that change programs often failed or made situations worse. Such results have led
researchers and practitioners to search how organizations can successfully accomplish
change processes. The reasons for failure in the change process were found as technological
difficulties and lack of money, but most importantly, human related problems (Lawrence,
1954 cited in Foster, 2008).
The Role of Corporate Communication and Perception of Justice during Organizational Change Process
Business and Economics Research Journal
5(4)2014
144
There are several studies that have attempted to understand and predict emp ...
This study investigates the relationship between organizational culture and attitudes toward organizational change in Malaysian companies. Based on prior research, the study developed a questionnaire to assess four types of organizational culture (communal, fragmented, networked, mercenary) and three components of attitudes toward change (affective, cognitive, behavioral). The questionnaire was administered to 258 Malaysian manufacturing companies. The results showed a relationship between organizational culture and attitudes toward change, with some cultures more accepting of change than others. The implications are that understanding this relationship can help managers implement changes more effectively.
Hays and Cowan Sahadath - Appreciative Inquiry and Positive Change ManagementJay Hays
This document discusses appreciative inquiry (AI) and positive change management (CM+), and how they can be combined to promote effective organizational change.
AI is defined as a participatory approach focused on discovering an organization's strengths and positive potential to envision a desirable future. The 4D model of AI involves discovery, dream, design, and destiny stages. CM+ uses a roadmap approach with parallels to AI in aiming to bring out the best in people and organizations through healthy attitudes and relationships.
The document argues that combining AI and CM+ can substantially improve the likelihood that change goals are achieved smoothly with fewer negative impacts than typical change programs. Both approaches reduce failure risks and counterproductivity when integrated, and their
Effects of managing gender of employees in enhancing organizational performan...Alexander Decker
This document summarizes a research study on the effects of managing gender diversity to enhance organizational performance at Kenya Ports Authority. The study found that gender, age and marital status impact organization performance and success. It recommends that KPA recruit a more diverse workforce to improve decision making, understand customer needs better, and increase staffing flexibility. Managing diversity well through human resource policies and practices can reinforce these benefits. The background discusses how globalization requires more interaction among diverse people, so organizations must capitalize on diversity. Gender diversity can provide resources like market insight and innovation that lead to competitive advantage and higher performance, according to previous research.
This document discusses managing readiness for change to overcome resistance to change. It begins by noting that while there is extensive literature on managing change, many change efforts still fail due to a failure to properly create readiness for change among organizational members. The document then discusses specific reasons why people may resist change and defines readiness for change as creating awareness, acceptance and capability for change. It identifies five key elements of an effective change message to create readiness: establishing a need for change, demonstrating the appropriateness of the proposed change, gaining support from principals, developing confidence that change can be successfully implemented, and communicating benefits of change for individuals. Creating readiness through an effective change message can help address resistance and increase likelihood of successful change implementation.
There has been a consideration of several different aspects and dimensions with respect to change. These concepts have been related for analysis with the case study of BTS. Based on this analysis and application of theory, a number of factors have been identified with respect to communication, personal transition and motivation. Further ahead, different models have been represented followed by the application of theory on the case. Based on the analysis, it has been found that there are close parallels amongst BTS and Avinor. This is with respect to the lack of different factors in both the companies and hence, recommendations have been provided in accordance with it.
Sungjoo Choi Kennesaw State University Hal G. Rainey Univers.docxmattinsonjanel
Sungjoo Choi
Kennesaw State University
Hal G. Rainey
University of Georgia
Managing Diversity in U.S. Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational Performance
Current Trends in Public Personnel Administration
Sungjoo Choi is an assistant professor in the Department of Political Science at Kennesaw State University. She received her doctorate from the University of Georgia. Her research interests include diversity management, organizational justice, perfor- mance management in public organizations, and comparative public administration. E-mail: [email protected]
Hal G. Rainey is Alumni Foundation Distinguished Professor in the School of Public and International Affairs at the University of Georgia. His book Understand- ing and Managing Public Organizations was published in 2009. This year, he received the Dwight Waldo Award from the American Society for Public Administration.
E-mail: [email protected]
Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofit organizations. The authors address the effects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies
by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their findings suggest that racial diversity relates negatively
to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity reflect more complicated relationships. This article provides evidence for several benefits derived from effectively managing diversity.
The American workforce has been increasingly diversified by greater access to jobs for women and minorities. Diversity and representation “politically integrate a diverse nation with a measure of legitimacy” (Brewer 2002, 1), but also enhance social justice (Kellough 1990; Krislov and Rosen- bloom 1981). Understanding the impacts of diversity on organizational outcomes, such as organizational performance, employee satisfaction, and turnover,
has become essential (Milliken
pursuing affirmative action programs to taking advan- tage of differences to improve organizational effective- ness (Wise and Tschirhart 2000). Recent research has investigated diversity in relation to organizational effectiveness.
Public organizations, through equal employment opportunity (EEO) and affirmative action programs, have been more committed to workforce diversity than have private organizations, resulting in a higher lev ...
Business and Economics Research Journal Volume 5 Number .docxRAHUL126667
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye, [email protected]
Abstract: Today, researchers have been exploring employee’s resistance to change and how to
foresee these aversive behaviors during organizational change process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees view organizational change in a negative
way even if change efforts will results in favorable consequences for them. At this point,
communication process has a crucial effect on the perception of employees towards change process. In
addition, several studies confirm the role of perceived justice in the organization during organizational
change. So, the effects of communication and perception of justice on behaviors of employees during
change process and the contribution of communication on resistance to change through perception of
organizational justice was explored. The research was conducted among 583 employees in Turkey. The
results of the regression analysis showed that perception of organizational justice plays a mediating
role between communication to resistance and change.
Keywords: Change, resistance to change, perception of justice, communication.
JEL Classification: M10, M12
1. Introduction
Global competition, new age information technologies, global economic crises, new
political strategies and rapidly evolving consumption trends are stimulants for organizational
change. Organizations must implement continuous and transformational change to remain
competitive (Cohen, 1999). For instance, Forbes published its first Top 100 Companies list in
1917. It re-printed it in 1987, showing that 61 of the original 100 companies has no longer
existed (Foster & Kaplan, 2001). This shows that in today’s dynamic world, organizations must
change or go out of business.
So, organizational change has become a very popular subject for scholars and
researchers. Organizations have been spending huge amounts of money, time and human
capital to be successful in their change efforts. However, Beer, Eisenstat and Spector (1990)
noted that change programs often failed or made situations worse. Such results have led
researchers and practitioners to search how organizations can successfully accomplish
change processes. The reasons for failure in the change process were found as technological
difficulties and lack of money, but most importantly, human related problems (Lawrence,
1954 cited in Foster, 2008).
The Role of Corporate Communication and Perception of Justice during Organizational Change Process
Business and Economics Research Journal
5(4)2014
144
There are several studies that have attempted to understand and predict emp ...
Business and Economics Research Journal Volume 5 Number .docxhumphrieskalyn
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye, [email protected]
Abstract: Today, researchers have been exploring employee’s resistance to change and how to
foresee these aversive behaviors during organizational change process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees view organizational change in a negative
way even if change efforts will results in favorable consequences for them. At this point,
communication process has a crucial effect on the perception of employees towards change process. In
addition, several studies confirm the role of perceived justice in the organization during organizational
change. So, the effects of communication and perception of justice on behaviors of employees during
change process and the contribution of communication on resistance to change through perception of
organizational justice was explored. The research was conducted among 583 employees in Turkey. The
results of the regression analysis showed that perception of organizational justice plays a mediating
role between communication to resistance and change.
Keywords: Change, resistance to change, perception of justice, communication.
JEL Classification: M10, M12
1. Introduction
Global competition, new age information technologies, global economic crises, new
political strategies and rapidly evolving consumption trends are stimulants for organizational
change. Organizations must implement continuous and transformational change to remain
competitive (Cohen, 1999). For instance, Forbes published its first Top 100 Companies list in
1917. It re-printed it in 1987, showing that 61 of the original 100 companies has no longer
existed (Foster & Kaplan, 2001). This shows that in today’s dynamic world, organizations must
change or go out of business.
So, organizational change has become a very popular subject for scholars and
researchers. Organizations have been spending huge amounts of money, time and human
capital to be successful in their change efforts. However, Beer, Eisenstat and Spector (1990)
noted that change programs often failed or made situations worse. Such results have led
researchers and practitioners to search how organizations can successfully accomplish
change processes. The reasons for failure in the change process were found as technological
difficulties and lack of money, but most importantly, human related problems (Lawrence,
1954 cited in Foster, 2008).
The Role of Corporate Communication and Perception of Justice during Organizational Change Process
Business and Economics Research Journal
5(4)2014
144
There are several studies that have attempted to understand and predict emp ...
This study investigates the relationship between organizational culture and attitudes toward organizational change in Malaysian companies. Based on prior research, the study developed a questionnaire to assess four types of organizational culture (communal, fragmented, networked, mercenary) and three components of attitudes toward change (affective, cognitive, behavioral). The questionnaire was administered to 258 Malaysian manufacturing companies. The results showed a relationship between organizational culture and attitudes toward change, with some cultures more accepting of change than others. The implications are that understanding this relationship can help managers implement changes more effectively.
Hays and Cowan Sahadath - Appreciative Inquiry and Positive Change ManagementJay Hays
This document discusses appreciative inquiry (AI) and positive change management (CM+), and how they can be combined to promote effective organizational change.
AI is defined as a participatory approach focused on discovering an organization's strengths and positive potential to envision a desirable future. The 4D model of AI involves discovery, dream, design, and destiny stages. CM+ uses a roadmap approach with parallels to AI in aiming to bring out the best in people and organizations through healthy attitudes and relationships.
The document argues that combining AI and CM+ can substantially improve the likelihood that change goals are achieved smoothly with fewer negative impacts than typical change programs. Both approaches reduce failure risks and counterproductivity when integrated, and their
Effects of managing gender of employees in enhancing organizational performan...Alexander Decker
This document summarizes a research study on the effects of managing gender diversity to enhance organizational performance at Kenya Ports Authority. The study found that gender, age and marital status impact organization performance and success. It recommends that KPA recruit a more diverse workforce to improve decision making, understand customer needs better, and increase staffing flexibility. Managing diversity well through human resource policies and practices can reinforce these benefits. The background discusses how globalization requires more interaction among diverse people, so organizations must capitalize on diversity. Gender diversity can provide resources like market insight and innovation that lead to competitive advantage and higher performance, according to previous research.
This document discusses managing readiness for change to overcome resistance to change. It begins by noting that while there is extensive literature on managing change, many change efforts still fail due to a failure to properly create readiness for change among organizational members. The document then discusses specific reasons why people may resist change and defines readiness for change as creating awareness, acceptance and capability for change. It identifies five key elements of an effective change message to create readiness: establishing a need for change, demonstrating the appropriateness of the proposed change, gaining support from principals, developing confidence that change can be successfully implemented, and communicating benefits of change for individuals. Creating readiness through an effective change message can help address resistance and increase likelihood of successful change implementation.
There has been a consideration of several different aspects and dimensions with respect to change. These concepts have been related for analysis with the case study of BTS. Based on this analysis and application of theory, a number of factors have been identified with respect to communication, personal transition and motivation. Further ahead, different models have been represented followed by the application of theory on the case. Based on the analysis, it has been found that there are close parallels amongst BTS and Avinor. This is with respect to the lack of different factors in both the companies and hence, recommendations have been provided in accordance with it.
Sungjoo Choi Kennesaw State University Hal G. Rainey Univers.docxmattinsonjanel
Sungjoo Choi
Kennesaw State University
Hal G. Rainey
University of Georgia
Managing Diversity in U.S. Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational Performance
Current Trends in Public Personnel Administration
Sungjoo Choi is an assistant professor in the Department of Political Science at Kennesaw State University. She received her doctorate from the University of Georgia. Her research interests include diversity management, organizational justice, perfor- mance management in public organizations, and comparative public administration. E-mail: [email protected]
Hal G. Rainey is Alumni Foundation Distinguished Professor in the School of Public and International Affairs at the University of Georgia. His book Understand- ing and Managing Public Organizations was published in 2009. This year, he received the Dwight Waldo Award from the American Society for Public Administration.
E-mail: [email protected]
Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofit organizations. The authors address the effects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies
by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their findings suggest that racial diversity relates negatively
to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity reflect more complicated relationships. This article provides evidence for several benefits derived from effectively managing diversity.
The American workforce has been increasingly diversified by greater access to jobs for women and minorities. Diversity and representation “politically integrate a diverse nation with a measure of legitimacy” (Brewer 2002, 1), but also enhance social justice (Kellough 1990; Krislov and Rosen- bloom 1981). Understanding the impacts of diversity on organizational outcomes, such as organizational performance, employee satisfaction, and turnover,
has become essential (Milliken
pursuing affirmative action programs to taking advan- tage of differences to improve organizational effective- ness (Wise and Tschirhart 2000). Recent research has investigated diversity in relation to organizational effectiveness.
Public organizations, through equal employment opportunity (EEO) and affirmative action programs, have been more committed to workforce diversity than have private organizations, resulting in a higher lev ...
This document summarizes a study that investigated the relationship between Hofstede's five dimensions of national culture and commitment to organizational change, with readiness for change as a potential mediating factor. The study used surveys to collect data from over 1,000 Qatari public employees on national culture, commitment to change, and readiness for change. Structural equation modeling was used to analyze the data and test the hypothesized relationships between the variables. The preliminary results found poor model fit, suggesting the model may need modification by removing survey items with low factor loadings to improve fit. In summary, the study examined how national cultural dimensions relate to commitment to organizational change both directly and indirectly through readiness for change.
WHEN CHANGEBECOMESTRANSFORMATIONA case study of change.docxphilipnelson29183
WHEN CHANGE
BECOMES
TRANSFORMATION
A case study of change
management in Medicaid
offices in New York City
Kimberley R. Isett, Sherry A.M. Glied,
Michael S. Sparer and Lawrence D. Brown
Kimberley R. Isett
School of Public Policy, Georgia Institute of
Technology, Atlanta, USA
E-mail: [email protected]
Sherry A.M. Glied
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Michael S. Sparer
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Lawrence D. Brown
Department of Health Policy and Management,
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
This work was completed under contract to the
Human Resources Administration in New York City.
Abstract
This paper examines the implementation of
large, transformative change in the Medicaid
offices in New York City to improve efficiency
and consumer-friendliness. A bottom-up
process was engaged to design and imple-
ment the needed changes from those who
were most affected by the change. Key
informant interviews and observational site
visits were conducted to assess the extent to
which the change efforts were successful. We
found that the changes impacted both
quantitative measures of success (such as
client processing times and number of clients
served) as well as less tangible qualitative
indicators of success such as staff attitudes
and office climate.
Key words
Change, human services
Vol. 15 Issue 1 2013 1–17
Public Management Review ISSN 1471-9037 print/ISSN 1471-9045 online
! 2013 Taylor & Francis
http://www.tandfonline.com
http://dx.doi.org/10.1080/14719037.2012.686230
The organizational change literature frequently stresses the difficulty of motivating
frontline employees to accept and implement change initiatives. Employees
presumably have a vested interest in maintaining status quo for a variety of reasons
including institutional pressures, power, comfort level and ambivalence towards a
proposed change (Cyert and March 1963; Piderit 2000; Tucker 1993). However,
new research refutes the traditional view of frontline employees as recalcitrant
obstacles to change, and instead sees their position and resourcefulness as a generally
untapped opportunity to make change efforts successful (e.g. Ford et al. 2008;
Kelman 2005).
One of the environments where it is thought that change is difficult to accomplish is
in public organizations. Public organizations are often structured to emulate Weber’s
ideal bureaucracy – control through rules and technical adherence to those rules is
prized (Mashaw 1983; Weber 1946). Inertia and adherence to rules can make it difficult
for real change to happen. Further, Federalist systems can exacerbate inertia through
creating layers of rules and regulations at each level of government. And in locations
with strong organized labour unions, whose mai.
This document summarizes a case study examining resistance to change within the US State Department during the implementation of a new management initiative called ICASS. ICASS aimed to restructure administrative support and shift costs to other agencies with overseas presences. The study used interviews and surveys of State Department and other federal agency employees involved in ICASS implementation. It found significant resistance from stakeholders who felt their roles, control, and benefits were threatened by the changes. Understanding sources of this political and psychological resistance could help make future organizational reforms more successful.
This document summarizes a study that examined the impact of workforce diversity on employee performance in Egyptian pharmaceutical organizations. The study surveyed 300 middle-level managers across five major pharmaceutical companies in Egypt. The results showed that gender and education background were significant factors in explaining differences in employee performance, while age diversity was not a significant factor. The document provides context on how workforce diversity can impact employee performance both positively and negatively, and outlines the study's methodology involving questionnaires distributed to managers across various pharmaceutical companies in Egypt.
Submit your alignment table to demonstrate the alignment between p.docxjames891
This document provides details about a study examining the effects of gender diversity on job performance in the banking industry. The study will use a sample of 230 middle managers from 13 commercial banks to examine how gender diversity (independent variable) impacts performance measures like profitability, efficiency, and talent retention (dependent variable). Control variables of age, education, and ethnicity diversity will also be considered. Both qualitative and quantitative research methods will be used, including questionnaires, interviews, and statistical analysis to establish relationships between the variables. The goal is to add to the limited existing research on this topic and provide insights for banks on how gender diversity may impact performance.
Submit your alignment table to demonstrate the alignment between p.docxdeanmtaylor1545
This document provides details about a study examining the effects of gender diversity on job performance in the banking industry. The study will use a sample of 230 middle managers from 13 commercial banks to examine how gender diversity (independent variable) impacts performance measures like profitability, efficiency, and talent retention (dependent variable). Control variables of age, education, and ethnicity diversity will also be considered. Both qualitative and quantitative research methods, including surveys and statistical analysis, will be used to analyze the data and answer four research questions on the relationship between gender diversity and job performance.
The present study aimed to examine the effect of the entrepreneurial orientation (EO) on organizational performance (OP). This study was motivated by the mixed findings in literature regarding the relationships between EO and organizational performance. Owing to the mixed results, a novel stream of research was created and this motivated further examining of the impact of other variables that may shed a light on the nature of the relationship. Several theories have been proposed in literature posit the direct relationships among strategies, resources and capabilities as antecedents of success. In this study, copies of questionnaires were distributed to 300 Libyan banks branches, where 200 copies of questionnaires were returned and analyzed. The proposed hypothesis was tested through PLS-SEM and the study results showed that EO positively predicted organizational performance.
Assignment ResourcesFrom Support to Mutiny.pdfFROM SUPPOR.docxrock73
This document summarizes a research study that examined how middle managers' judgments of the legitimacy of top managers as change agents impacted the implementation of radical organizational change at a large company. The researchers found that middle managers' legitimacy judgments of the top managers shifted over time based on their emotional reactions to events. As legitimacy judgments declined, resistance to the change effort increased, ultimately causing the change initiative to fail. The study contributes a model showing how changing legitimacy judgments and emotions can dynamically impact resistance during planned radical change implementation.
This document discusses examples of resistance to change encountered when transitioning a skilled nursing facility from a paper to electronic medication and treatment administration record system. The change was poorly communicated and staff was unhappy due to the unknown impact on their workflow. Staff received only a brief two-hour training and the facility was in the middle of a state survey window, adding further stress. Overall, lack of communication and preparation led to strong resistance from staff regarding the transition.
Identifying and Ranking the Affecting Factors on Organizational Silence from ...inventionjournals
: One of the common problems in organizations is organizational silence, which reduces the effectiveness of organizational decisions, and prevents development and organizational development effectively, by limiting the staffs’ opinions. This study aims to investigate, identify and rank effective factors on organizational silence from perspective of the staffs of Novin insurance company, and to present relevant approaches. This research from point of view of target is practical, and from point of view of data compilation is descriptive-survey. The study population consisted of all the staffs of Novin insurance company (n = 133) that 97 staffs were selected using cluster random sampling. In this study, data collecting method is researcher-made questionnaire of organizational silence in the form of four components, and is adjusted for Likert scale. The Cronbach's alpha coefficient 89%.is calculated to check the reliability and validity and reliability. Both descriptive statistics (central and dispersion parameters) and inferential statistics (independent t test) are used to analyze the data. The results obtained from this study showed that from the perspective of staffs, organizational factors are the most important factor that affects the organizational silence, and other factors such as group factors, individual factors, and managerial factors do not have much impact on that.
The key issues identified in the Children's Hospital case are leadership, accountability, and communication. As COO, Morath aims to improve patient safety but lacks a detailed plan and ability to implement changes. The hospital has short-term problems with communication and priorities, and long-term problems with structure and accountability for reporting errors. Alternative solutions include implementing best practices through leadership training, communication, and continuing education. The recommended solution is for Morath to conduct a focus group using participatory action research to gather staff input and promote cultural change from the bottom-up.
Age diversity, age discrimination climateand performance con.docxgalerussel59292
Age diversity, age discrimination climate
and performance consequences—a cross
organizational study
FLORIAN KUNZE*, STEPHAN A. BOEHM AND HEIKE BRUCH
Institute for Leadership and Human Resource Management, University of St. Gallen, St. Gallen,
Switzerland
Summary This paper deals with the emergence of perceived age discrimination climate on the company
level and its performance consequences. In this new approach to the field of diversity research,
we investigated (a) the effect of organizational-level age diversity on collective perceptions of
age discrimination climate that (b) in turn should influence the collective affective commit-
ment of employees, which is (c) an important trigger for overall company performance. In a
large-scale study that included 128 companies, a total of 8,651 employees provided data on
their perceptions of age discrimination and affective commitment on the company level.
Information on firm-level performance was collected from key informants. We tested the
proposed model using structural equation modeling (SEM) procedures and, overall, found
support for all hypothesized relationships. The findings demonstrated that age diversity seems
to be related to the emergence of an age discrimination climate in companies, which negatively
impacts overall firm performance through the mediation of affective commitment. These
results make valuable contributions to the diversity and discrimination literature by establish-
ing perceived age discrimination on the company level as a decisive mediator in the age
diversity/performance link. The results also suggest important practical implications for the
effective management of an increasingly age diverse workforce. Copyright # 2010 John
Wiley & Sons, Ltd.
Introduction
Vivid terms like the ‘‘demographic time bomb’’ (Tempest, Barnatt, & Coupland, 2002, p. 487) or the
impending ‘‘age quake’’ (Tempest et al., p. 489) describe one of the key challenges for most developed
countries today: Simultaneously shrinking and aging populations resulting from low birth rates and
increased longevity. These factors also impact a country’s workforce as a lack of skilled junior
employees, combined with the potential rise of the legal retirement age, forces companies to retain
older, more experienced personnel, (e.g., Dychtwald, Erickson, & Morison, 2004; Tempest et al.).
Already today, just over half of the United States’ 147 million-member workforce is 40 years old or
older and, until 2016, the number of workers age 25–54 will rise only slightly (2.4 per cent), while the
Journal of Organizational Behavior
J. Organiz. Behav. 32, 264–290 (2011)
Published online 14 December 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.698
* Correspondence to: Florian Kunze, Institute for Leadership and Human Resource Management, University of St. Gallen,
Dufourstrasse 40a, CH-9000 St. Gallen, Switzerland. E-mail: [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Receiv.
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This chapter reviews literature on factors that affect the performance of nursing staff. It discusses individual factors like motivation, perceptions and work experience. Organizational factors include management support, communication, and working conditions. Social factors involve community expectations and cultural values. Theoretical frameworks identify these factors and their influence on performance. The review forms a performance model to guide the study in developing strategies to enhance nursing staff performance.
This document summarizes a research paper that explores the link between organizational commitment and organizational citizenship behavior among expatriates in Taiwan. It begins with an abstract that describes the study's objectives, methods, and key findings. The full paper then provides definitions and literature reviews of organizational commitment and organizational citizenship behavior. It discusses previous research that has found relationships between aspects of organizational commitment, like affective commitment, and dimensions of organizational citizenship behavior, like courtesy. The study aims to better understand the attitudes and behaviors of expatriates in Taiwan by exploring correlations between sub-dimensions of the two constructs.
The Effects of Employee Training on Organizational Commitment in Millennials ...Joaquín Van Thienen
This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
This paper reveals the relationship of FTSE board and environment policy of t...Service_supportAssignment
This paper reveals the relationship of FTSE board and environment policy of their companies listed. According to Lovell and Liverman (2010) suggested that they are inspired in their reassessment of carbon trading procedures due to the lack of some world class standards and Also it is similarly deregulated by the deficiency of broadly recruited international standards or policy for intentional carbon reporting of carbon emission. Consolidating the analysis in regard to the investors’ wants for data has permitted the researchers for well understanding the various methods to evaluate the procedures that are used to develop the emission of carbon reports, and also hoping that the social world of monetary services mediators, controller and carbon consultancie
Master Thesis Executive Progam Business Studies Ron van de Port 10475591 (2)Ron van de Port
This document is a thesis submitted by Ron van de Port to the Amsterdam Business School examining the moderated effect of organizational change on organizational commitment. It reviews literature on organizational change and commitment, and presents a study conducted among 107 employees undergoing organizational change. The study finds that personal impact on work and company culture have a substantial effect on commitment. However, change management practices like communication and leadership do not significantly impact the relationship between change impact and post-change commitment. The thesis provides insight into how organizational change affects commitment and what factors influence this relationship.
Job 2001 stamper van dyne ocb part timeFahim Ahmed
This survey-based field study examined differences in organizational citizenship behavior between full-time and part-time service employees. Questionnaire data from 257 employees and their supervisors showed that part-time employees exhibited less helping behavior than full-time, but there was no difference in voice behavior. The study also found that an individual's preferred work status and organizational culture moderated the relationships between actual work status and citizenship. For helping behavior, preferred status mattered more to part-time workers. For voice, preferred status was equally important to both groups, with high voice when actual status matched preferred. Contrary to expectations, work status made a bigger difference in both helping and voice in less bureaucratic organizations.
Milestones Navigating Late Childhood to AdolescenceFrom the m.docxjessiehampson
Milestones: Navigating Late Childhood to Adolescence
From the movie, Lila, Eight to Thirteen in this week's materials, identify 2–3 developmental milestones Lila reaches, and assess whether or not you think she successfully navigates her way through them as she prepares for adolescence. Support your assertions with evidence from your text and this week's materials.
.
Migration and RefugeesMany immigrants in the region flee persecu.docxjessiehampson
Migration and Refugees
Many immigrants in the region flee persecution and then return after they are liberated. For example, 700,000 Jews were allowed to leave the former Soviet Union and enter Israel in the 1990s. There has also been a migration of Palestinian people. Discuss the following:
Why do you think that Israel is such an important place for the Jews?
What is the importance of the area to the Palestinians?
What do you think the impact would be on you and your families if you participated in such long-distance migration?
No references needed, need response within 3 hours!
.
More Related Content
Similar to watch at least three of the following short videos from the PBS Fr.docx
This document summarizes a study that investigated the relationship between Hofstede's five dimensions of national culture and commitment to organizational change, with readiness for change as a potential mediating factor. The study used surveys to collect data from over 1,000 Qatari public employees on national culture, commitment to change, and readiness for change. Structural equation modeling was used to analyze the data and test the hypothesized relationships between the variables. The preliminary results found poor model fit, suggesting the model may need modification by removing survey items with low factor loadings to improve fit. In summary, the study examined how national cultural dimensions relate to commitment to organizational change both directly and indirectly through readiness for change.
WHEN CHANGEBECOMESTRANSFORMATIONA case study of change.docxphilipnelson29183
WHEN CHANGE
BECOMES
TRANSFORMATION
A case study of change
management in Medicaid
offices in New York City
Kimberley R. Isett, Sherry A.M. Glied,
Michael S. Sparer and Lawrence D. Brown
Kimberley R. Isett
School of Public Policy, Georgia Institute of
Technology, Atlanta, USA
E-mail: [email protected]
Sherry A.M. Glied
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Michael S. Sparer
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Lawrence D. Brown
Department of Health Policy and Management,
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
This work was completed under contract to the
Human Resources Administration in New York City.
Abstract
This paper examines the implementation of
large, transformative change in the Medicaid
offices in New York City to improve efficiency
and consumer-friendliness. A bottom-up
process was engaged to design and imple-
ment the needed changes from those who
were most affected by the change. Key
informant interviews and observational site
visits were conducted to assess the extent to
which the change efforts were successful. We
found that the changes impacted both
quantitative measures of success (such as
client processing times and number of clients
served) as well as less tangible qualitative
indicators of success such as staff attitudes
and office climate.
Key words
Change, human services
Vol. 15 Issue 1 2013 1–17
Public Management Review ISSN 1471-9037 print/ISSN 1471-9045 online
! 2013 Taylor & Francis
http://www.tandfonline.com
http://dx.doi.org/10.1080/14719037.2012.686230
The organizational change literature frequently stresses the difficulty of motivating
frontline employees to accept and implement change initiatives. Employees
presumably have a vested interest in maintaining status quo for a variety of reasons
including institutional pressures, power, comfort level and ambivalence towards a
proposed change (Cyert and March 1963; Piderit 2000; Tucker 1993). However,
new research refutes the traditional view of frontline employees as recalcitrant
obstacles to change, and instead sees their position and resourcefulness as a generally
untapped opportunity to make change efforts successful (e.g. Ford et al. 2008;
Kelman 2005).
One of the environments where it is thought that change is difficult to accomplish is
in public organizations. Public organizations are often structured to emulate Weber’s
ideal bureaucracy – control through rules and technical adherence to those rules is
prized (Mashaw 1983; Weber 1946). Inertia and adherence to rules can make it difficult
for real change to happen. Further, Federalist systems can exacerbate inertia through
creating layers of rules and regulations at each level of government. And in locations
with strong organized labour unions, whose mai.
This document summarizes a case study examining resistance to change within the US State Department during the implementation of a new management initiative called ICASS. ICASS aimed to restructure administrative support and shift costs to other agencies with overseas presences. The study used interviews and surveys of State Department and other federal agency employees involved in ICASS implementation. It found significant resistance from stakeholders who felt their roles, control, and benefits were threatened by the changes. Understanding sources of this political and psychological resistance could help make future organizational reforms more successful.
This document summarizes a study that examined the impact of workforce diversity on employee performance in Egyptian pharmaceutical organizations. The study surveyed 300 middle-level managers across five major pharmaceutical companies in Egypt. The results showed that gender and education background were significant factors in explaining differences in employee performance, while age diversity was not a significant factor. The document provides context on how workforce diversity can impact employee performance both positively and negatively, and outlines the study's methodology involving questionnaires distributed to managers across various pharmaceutical companies in Egypt.
Submit your alignment table to demonstrate the alignment between p.docxjames891
This document provides details about a study examining the effects of gender diversity on job performance in the banking industry. The study will use a sample of 230 middle managers from 13 commercial banks to examine how gender diversity (independent variable) impacts performance measures like profitability, efficiency, and talent retention (dependent variable). Control variables of age, education, and ethnicity diversity will also be considered. Both qualitative and quantitative research methods will be used, including questionnaires, interviews, and statistical analysis to establish relationships between the variables. The goal is to add to the limited existing research on this topic and provide insights for banks on how gender diversity may impact performance.
Submit your alignment table to demonstrate the alignment between p.docxdeanmtaylor1545
This document provides details about a study examining the effects of gender diversity on job performance in the banking industry. The study will use a sample of 230 middle managers from 13 commercial banks to examine how gender diversity (independent variable) impacts performance measures like profitability, efficiency, and talent retention (dependent variable). Control variables of age, education, and ethnicity diversity will also be considered. Both qualitative and quantitative research methods, including surveys and statistical analysis, will be used to analyze the data and answer four research questions on the relationship between gender diversity and job performance.
The present study aimed to examine the effect of the entrepreneurial orientation (EO) on organizational performance (OP). This study was motivated by the mixed findings in literature regarding the relationships between EO and organizational performance. Owing to the mixed results, a novel stream of research was created and this motivated further examining of the impact of other variables that may shed a light on the nature of the relationship. Several theories have been proposed in literature posit the direct relationships among strategies, resources and capabilities as antecedents of success. In this study, copies of questionnaires were distributed to 300 Libyan banks branches, where 200 copies of questionnaires were returned and analyzed. The proposed hypothesis was tested through PLS-SEM and the study results showed that EO positively predicted organizational performance.
Assignment ResourcesFrom Support to Mutiny.pdfFROM SUPPOR.docxrock73
This document summarizes a research study that examined how middle managers' judgments of the legitimacy of top managers as change agents impacted the implementation of radical organizational change at a large company. The researchers found that middle managers' legitimacy judgments of the top managers shifted over time based on their emotional reactions to events. As legitimacy judgments declined, resistance to the change effort increased, ultimately causing the change initiative to fail. The study contributes a model showing how changing legitimacy judgments and emotions can dynamically impact resistance during planned radical change implementation.
This document discusses examples of resistance to change encountered when transitioning a skilled nursing facility from a paper to electronic medication and treatment administration record system. The change was poorly communicated and staff was unhappy due to the unknown impact on their workflow. Staff received only a brief two-hour training and the facility was in the middle of a state survey window, adding further stress. Overall, lack of communication and preparation led to strong resistance from staff regarding the transition.
Identifying and Ranking the Affecting Factors on Organizational Silence from ...inventionjournals
: One of the common problems in organizations is organizational silence, which reduces the effectiveness of organizational decisions, and prevents development and organizational development effectively, by limiting the staffs’ opinions. This study aims to investigate, identify and rank effective factors on organizational silence from perspective of the staffs of Novin insurance company, and to present relevant approaches. This research from point of view of target is practical, and from point of view of data compilation is descriptive-survey. The study population consisted of all the staffs of Novin insurance company (n = 133) that 97 staffs were selected using cluster random sampling. In this study, data collecting method is researcher-made questionnaire of organizational silence in the form of four components, and is adjusted for Likert scale. The Cronbach's alpha coefficient 89%.is calculated to check the reliability and validity and reliability. Both descriptive statistics (central and dispersion parameters) and inferential statistics (independent t test) are used to analyze the data. The results obtained from this study showed that from the perspective of staffs, organizational factors are the most important factor that affects the organizational silence, and other factors such as group factors, individual factors, and managerial factors do not have much impact on that.
The key issues identified in the Children's Hospital case are leadership, accountability, and communication. As COO, Morath aims to improve patient safety but lacks a detailed plan and ability to implement changes. The hospital has short-term problems with communication and priorities, and long-term problems with structure and accountability for reporting errors. Alternative solutions include implementing best practices through leadership training, communication, and continuing education. The recommended solution is for Morath to conduct a focus group using participatory action research to gather staff input and promote cultural change from the bottom-up.
Age diversity, age discrimination climateand performance con.docxgalerussel59292
Age diversity, age discrimination climate
and performance consequences—a cross
organizational study
FLORIAN KUNZE*, STEPHAN A. BOEHM AND HEIKE BRUCH
Institute for Leadership and Human Resource Management, University of St. Gallen, St. Gallen,
Switzerland
Summary This paper deals with the emergence of perceived age discrimination climate on the company
level and its performance consequences. In this new approach to the field of diversity research,
we investigated (a) the effect of organizational-level age diversity on collective perceptions of
age discrimination climate that (b) in turn should influence the collective affective commit-
ment of employees, which is (c) an important trigger for overall company performance. In a
large-scale study that included 128 companies, a total of 8,651 employees provided data on
their perceptions of age discrimination and affective commitment on the company level.
Information on firm-level performance was collected from key informants. We tested the
proposed model using structural equation modeling (SEM) procedures and, overall, found
support for all hypothesized relationships. The findings demonstrated that age diversity seems
to be related to the emergence of an age discrimination climate in companies, which negatively
impacts overall firm performance through the mediation of affective commitment. These
results make valuable contributions to the diversity and discrimination literature by establish-
ing perceived age discrimination on the company level as a decisive mediator in the age
diversity/performance link. The results also suggest important practical implications for the
effective management of an increasingly age diverse workforce. Copyright # 2010 John
Wiley & Sons, Ltd.
Introduction
Vivid terms like the ‘‘demographic time bomb’’ (Tempest, Barnatt, & Coupland, 2002, p. 487) or the
impending ‘‘age quake’’ (Tempest et al., p. 489) describe one of the key challenges for most developed
countries today: Simultaneously shrinking and aging populations resulting from low birth rates and
increased longevity. These factors also impact a country’s workforce as a lack of skilled junior
employees, combined with the potential rise of the legal retirement age, forces companies to retain
older, more experienced personnel, (e.g., Dychtwald, Erickson, & Morison, 2004; Tempest et al.).
Already today, just over half of the United States’ 147 million-member workforce is 40 years old or
older and, until 2016, the number of workers age 25–54 will rise only slightly (2.4 per cent), while the
Journal of Organizational Behavior
J. Organiz. Behav. 32, 264–290 (2011)
Published online 14 December 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.698
* Correspondence to: Florian Kunze, Institute for Leadership and Human Resource Management, University of St. Gallen,
Dufourstrasse 40a, CH-9000 St. Gallen, Switzerland. E-mail: [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Receiv.
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This chapter reviews literature on factors that affect the performance of nursing staff. It discusses individual factors like motivation, perceptions and work experience. Organizational factors include management support, communication, and working conditions. Social factors involve community expectations and cultural values. Theoretical frameworks identify these factors and their influence on performance. The review forms a performance model to guide the study in developing strategies to enhance nursing staff performance.
This document summarizes a research paper that explores the link between organizational commitment and organizational citizenship behavior among expatriates in Taiwan. It begins with an abstract that describes the study's objectives, methods, and key findings. The full paper then provides definitions and literature reviews of organizational commitment and organizational citizenship behavior. It discusses previous research that has found relationships between aspects of organizational commitment, like affective commitment, and dimensions of organizational citizenship behavior, like courtesy. The study aims to better understand the attitudes and behaviors of expatriates in Taiwan by exploring correlations between sub-dimensions of the two constructs.
The Effects of Employee Training on Organizational Commitment in Millennials ...Joaquín Van Thienen
This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
This paper reveals the relationship of FTSE board and environment policy of t...Service_supportAssignment
This paper reveals the relationship of FTSE board and environment policy of their companies listed. According to Lovell and Liverman (2010) suggested that they are inspired in their reassessment of carbon trading procedures due to the lack of some world class standards and Also it is similarly deregulated by the deficiency of broadly recruited international standards or policy for intentional carbon reporting of carbon emission. Consolidating the analysis in regard to the investors’ wants for data has permitted the researchers for well understanding the various methods to evaluate the procedures that are used to develop the emission of carbon reports, and also hoping that the social world of monetary services mediators, controller and carbon consultancie
Master Thesis Executive Progam Business Studies Ron van de Port 10475591 (2)Ron van de Port
This document is a thesis submitted by Ron van de Port to the Amsterdam Business School examining the moderated effect of organizational change on organizational commitment. It reviews literature on organizational change and commitment, and presents a study conducted among 107 employees undergoing organizational change. The study finds that personal impact on work and company culture have a substantial effect on commitment. However, change management practices like communication and leadership do not significantly impact the relationship between change impact and post-change commitment. The thesis provides insight into how organizational change affects commitment and what factors influence this relationship.
Job 2001 stamper van dyne ocb part timeFahim Ahmed
This survey-based field study examined differences in organizational citizenship behavior between full-time and part-time service employees. Questionnaire data from 257 employees and their supervisors showed that part-time employees exhibited less helping behavior than full-time, but there was no difference in voice behavior. The study also found that an individual's preferred work status and organizational culture moderated the relationships between actual work status and citizenship. For helping behavior, preferred status mattered more to part-time workers. For voice, preferred status was equally important to both groups, with high voice when actual status matched preferred. Contrary to expectations, work status made a bigger difference in both helping and voice in less bureaucratic organizations.
Similar to watch at least three of the following short videos from the PBS Fr.docx (20)
Milestones Navigating Late Childhood to AdolescenceFrom the m.docxjessiehampson
Milestones: Navigating Late Childhood to Adolescence
From the movie, Lila, Eight to Thirteen in this week's materials, identify 2–3 developmental milestones Lila reaches, and assess whether or not you think she successfully navigates her way through them as she prepares for adolescence. Support your assertions with evidence from your text and this week's materials.
.
Migration and RefugeesMany immigrants in the region flee persecu.docxjessiehampson
Migration and Refugees
Many immigrants in the region flee persecution and then return after they are liberated. For example, 700,000 Jews were allowed to leave the former Soviet Union and enter Israel in the 1990s. There has also been a migration of Palestinian people. Discuss the following:
Why do you think that Israel is such an important place for the Jews?
What is the importance of the area to the Palestinians?
What do you think the impact would be on you and your families if you participated in such long-distance migration?
No references needed, need response within 3 hours!
.
Min-2 pagesThe goal is to develop a professional document, take .docxjessiehampson
Min-2 pages
The goal is to develop a professional document, take a stake in your company (its a t-shirt and apparel company; see attached) as a business owner, and develop a business plan with the aim of securing financing to expand one’s business for an established firm.
Complete the following: (using the business plan working document)
10.0 Financials Plan
*Annotated plan has additional details if you have questions or need explanation
.
Mingzhi Hu
First Paper
3/5/2020
POLS 203
Application of Realism Theory on Civil war in Syria and International Relations
International relation can be best understood through the various schools of thought or
rather theories. They are significant in giving a comprehensive detail of the constructs that make
international relations. Realism theory still remains one of the most influential tools in
understanding events related to international relations. This is because it provides a pragmatic
approach in examining current events in the sphere of international relations (Maghroori, pg. 17).
Realism is divided into three subdivisions, seeking to explain causes of state conflict. This
include classical realism that argues that the conflict comes from the nature of man, neorealist
which associates conflict the elements of the state, and neoclassical realism which associates it to
both human nature and elements of the state. This school of thought is grounded on some
fundamental principles that make the core of its arguments.
The first assumption in realism is the idea that a country, usually referred to as a state,
serves as the main actor in international relations. It acknowledges the fact that there are other
actors like individuals and organizations, which have limited influence (Maghroori 11).
Secondly, the state is considered a unitary player, which is expected to work harmoniously, with
regard to matters of national interest. In addition, realists believe that the people who make
decisions are rational players, since this rationality is required in pursuing the interest of the
nation. In essence, the leaders are believed to understand these assumptions regardless of their
Laci Hubbard-Mattix
90000004849605
But selfish
Laci Hubbard-Mattix
90000004849605
Laci Hubbard-Mattix
90000004849605
What do you mean by "work harmoniously"
Laci Hubbard-Mattix
90000004849605
It is not clear what this sentence means.
political position, so ensure their sustainability and continuity. Consequently, it is assumed that
states exist in an anarchy context, where there is no single international leader. In this
theorization, the role of nature in influencing human action is not ignored. It asserts that nature
influence people to continue acting in repetitive tendencies. In this assumption, it comes out that
people desire power because of the egoistic nature. The innate selfishness of human beings,
mistrust and their thirst for power explains the unpredicted consequences that can result from
their actions (Maghroori 20). Such human tendencies can explain the unending wars among
nations. Bearing the fact that nations are governed by human beings, their nature contributes
largely to their behavioral tendencies, which in turn influence its security.
Realist therefore assume that leaders have the responsibility to promote the security of
their country in all fronts. This can be realized through consta.
Miller, 1 Sarah Miller Professor Kristen Johnson C.docxjessiehampson
Miller, 1
Sarah Miller
Professor Kristen Johnson
CHID 230
2 April 2019
The Myth of Disability as Isolating in Tim Burton’s Edward Scissorhands
Jay Timothy Dolmage discusses the common disability myths that condition our
understanding of disability in his work Disability Rhetoric. He argues that these myths create the
perception that disabled people are “others”, through the portrayal of them as lesser, surplus, or
improper (Dolmage, 31). One of the myths that Dolmage examines is disability as isolating or
individualizing, which is perpetrated through narratives of disabled people living in isolation,
rarely having romantic relationships or friendships, and often being left alone at the end
(Dolmage, 43). This myth can be seen in the film Edward Scissorhands, directed by Tim Burton.
Edward is a human being created by an inventor, yet the inventor’s death before his completion
leaves him with scissor blades for hands. Edward lives in a gothic mansion atop a hill,
completely in isolation until local Avon saleswoman Peg Boggs visits. She is initially frightened
by his appearance, yet decides to take him home with her upon the realization that he is
harmless. Edward’s disability causes his transition into society to be largely unsuccessful, as he
is objectified and used by other people for their benefit, and at the end of the film he is forced to
return to living in isolation after their perception of him turns to one of fear and scorn.
Edward’s isolation from society is symbolically portrayed through many film design
techniques. The mansion in which he lives at the beginning and the end of the film starkly
contrasts the community in which the able-bodied society lives. The mansion is gothic, dark, and
partially in ruins, whereas the rest of the houses are brightly colored in pinks, yellows, and
Miller, 2
greens, all with perfectly manicured green lawns. His appearance also separates him from the
rest of society, as he has very pale skin, dark under-eyes, black untamed hair, and wears gothic
industrial clothes. The able-bodied individuals often wear colorful or light clothes and appear
quite “ordinary”. The contrast created between Edward and society through set, clothing,
makeup, and hair design work to portray Edward and his disability as unusual, creepy, and
“other”. Peg even attempts to “normalize” his appearance by giving him different clothes to wear
and attempting to cover his scars with makeup, in the hopes that it will ease his transition into the
community. This film phenomenon is discussed by Martin F. Norden in his book The Cinema of
Isolation: A History of Physical Disabilities in the Movies. He argues that filmmakers will
separate disabled characters from their able-bodied peers not only through the storyline, but also
through a number of design elements. He also states that this technique allows filmmakers to
reflect an able-bodied point of view and reduce d.
Migrating to the Cloud Please respond to the following1. .docxjessiehampson
"Migrating to the Cloud" Please respond to the following:
1. Imagine that you are a CIO and you have been tasked to examine the process of moving from one host server or storage location to another. Predict two foreseen challenges of migrating an application to the cloud in a live migration and high- availability setting. Propose a preventative measure or a solution for each of these challenges.
2. Imagine that you are the CIO for a midsized organization in this industry. Determine, in 10 or less steps, the timeline for a live migration to the cloud in your organization. Determine the three greatest risks in this deployment.
.
Mike, Ana, Tiffany, Josh and Annie are heading to the store to get.docxjessiehampson
Mike, Ana, Tiffany, Josh and Annie are heading to the store to get some snacks. Mike has $1, Ana has $2, Tiffany has $3, Josh has $4, and Annie has $5.
What's the average (mean) amount of cash the five kids have? What's the median? A few days later, Annie's family won the lottery, and the kids go together to the store to get some snacks again. This time Mike has $1, Ana has $2, Tiffany has $3, Josh has $4, and Annie has wad of cash totaling $5,000.
What's the average (mean) amount of cash the five kids have this time? What's the median?
From part a, how have the mean and the median changed?
Which one - the mean or the median - is a better reflection of how much money they have together? Take you time before answering.
.
Michelle Wrote; There are several different reasons why an inter.docxjessiehampson
Michelle Wrote;
There are several different reasons why an intervention fails, such as the wrong intervention being selected or trying to solve the wrong problem. It is important that when performing and intervention that every thing have been severely observed and taken into consideration. I worked with an organization that was a travel agency, and they operated off of the commission that was collected from the booking that are processed, but they also provided a discount to the members that was taken out of the commission total. The issue was that when they initially opened the department there was no budget plan done and no guidelines were given, the agents were told to use discretion, and all though the department was a huge success in booking reservations they were still failing, because they were not withholding enough commission for the organization to operate under. Where the intervention process failed is that they never had formal training, which would have been a focus group to define the exact percentage to give to customer and the amount the organization needed to cover their overhead. During the meeting process there should have been definite guidelines to lead employees and managers from the accounting department so that the employees did not need to play the guessing game. Although they had the meeting nothing changed, because the problem was not solved with the employees and managers and was not addressed by the accounting department. The business is now in danger of folding because of the poor communication practices.
William Wrote:
Although what I am going to talk about is not my workplace but the place that I volunteer my time to sit on the board of directors for a non profit agency. As a board member we oversee the agency as a whole but we also break down into small committee groups to address needs as they arise. One of the committees that I am on is the planning committee. A change that was implemented by administration, program staff, and the board was all departments would start entering all their own data. At the time the agency had two data entry personal that was entering all agency data. So the change we made was that instead of hiring another data entry person we would require all programs to enter their own data into the collection software. This ended up being a failure that could have been huge had we not pulled reports the first two quarters of the year. What we found was some programs were right on target with getting their information entered with the first quarter. The Executive Director addressed this with staff. When the second quarter reports were pulled the data did not get any better. As an agency this failed due to program staff just did not have the appropriate time to take on more data entry. The agency ended up where we should have to start off, hiring another data entry staff member. I will say with this failure it actually turned into a very positive experience over all.
.
Midterm Lad Report 7
Midterm Lab Report
Introduction
Cellular respiration refers to all the metabolic processes and chemical reactions that take place in living organisms, particularly at the cellular level. These processes focus on the extraction of energy from nutrients. It is also responsible for converting the biochemical energy into 'adenosine triphosphate' (ATP) by the breakdown of sugars in the cells (Bennet 58). Cellular respiration is also responsible for the process by which cells release chemical energy required for conducting cellular activities. The reactions and processes facilitate the release of waste products from the cells. This experiment seeks to conduct a study of the processes and reactions involved during cellular respiration. The experiment will include several activities, such as having a study on the amount of Carbon dioxide produced during the experiment.
The number of levels of the growth of a yeast medium as a dependent variable will also be monitored during the experiment. There are other several independent variables associated with the experiment. These independent variables include sugar and temperature, among others, and their role in the experiment were also monitored. The experiment design involved the use of airtight balloons capped over reaction chambers that were used to collect the Carbon dioxide produced during the experiment. The reaction chambers contained sugars and yeast medium, which facilitated the reactions. Thermometers and pH scale were used to monitor the changes in temperature and acidity levels during the experiment. The paper involves a lab design that institute steps such as arranging the bottles used on the experiment. Notably, a proper arrangement to make sure that all the carbon dioxide released during the respiration process is well tapped in the bottles for correct lab results
Methodology
The actual procedure for experimenting involved taking measurements and recording of all observations made during the experiment. For accurate results, measures were taken three times, and a mean measurement was calculated and recorded. Winzler asserts that the mean obtained from the measurements should be used to calculate the standard deviation, which in turn facilitated the calculation of uncertainty (276). Below are the steps for conducting the experiment. It is essential to read the instructions carefully safety and accuracy during the experiment. Notably, all the lab and experiment results were well observed and thus making sure that there are limited errors in the whole process.
Consequently, all the steps required in the lab report were also clearly followed to help in getting the correct data and even not to affect the whole experiment process. The experiment involved setting the apparatus as per the set standard and the requirement. As per this concept, all the apparatus were set in a proper way to avoid vague results. Notably, to get the correct measurement and results, it is import.
MicroEssay Identify a behavioral tendency that you believe.docxjessiehampson
MicroEssay
Identify a behavioral tendency that you believe you have inherited (one that is determined, at least in part, by your genetic make-up). Explain the ways you think this trait has been affected by your environment by applying the different types of gene x environment correlations to your example (passive, evocative, and active)? What does this suggest about the nature-nurture debate?
.
MILNETVisionMILNETs vision is to leverage the diverse mili.docxjessiehampson
MILNET
Vision
MILNETs vision is to leverage the diverse military experience of Crawford employees to create awareness opportunities that help forester an appreciation, understand, and respect for the military culture and members we serve
Benefits
· Know our Members
· Support recruiting and retention
· Facilitate transition from military to Crawford
· Centralized source to connect with peer veterans
· Provide Member Experience, Marketing, and other Crawford initiatives and expert knowledge base.
MILNET Leadership Team (Volunteer position)
· Event & Volunteer Lead- Plan and execute mandatory enterprise events
· Technology Lead- Maintain MILNET budget throughout the year and reports overview or expenses monthly
· MILNET Spouse Lead- Ensures connect of sites are up to date/accurate, to include Veteran/Military Spouse Registration
· Secretary-Manages relationships by identifying opportunism for partnership
· Communications/Marketing Lead- Communicates to the MILNET community regularly via multiple channels (Email, Internal Social) regarding upcoming events, announcement, and other communications.
Background
Grandfather Air force
Parents- Army
Myself- Army
Spouse Army
Skills
Knowledgeable
Passionate
Qualified
Education
-Associates Accounting
-Bachelor’s in business and HR
-MRA w/ HR concentration
1 – Paragraph for each question (Professional answers)
Question 1- What is your visions of MILNET?
Question 2-How would your selection impact the Leadership Team?
.
midtermAnswer all question with proper number atleast 1 and half.docxjessiehampson
midterm
Answer all question with proper number atleast 1 and half page
APA FORMAT SIZE 12
1. Why is culture important to political scientists?
2. How is political science an interdisciplinary major?
3. How can politics be treated as a science?
4. Describe how modern liberalism differs from classical liberalism and explain how modern conservatism related to classical liberalism?
5. Explain how nationalism can be dangerous to a nation. Use both theoretical ideas and concrete examples to support your claims
6.
Evaluate the "end of ideology" argument by considering the facts that fit and contradict this view on today's world
7. What are the means by which power is institutionalized? What makes for good institutions? Provide examples from the United States and one other country
8. Identify the purposes of constitutions and explain why they are necessary
9. Describe how the principle of separation of powers is manifested in the U.S. Constitution and explain how this principle has evolved over time in the United States.
10. Bonus Question: What are the 10 Bill of Rights
.
Midterm QuestionIs the movement towards human security a true .docxjessiehampson
Midterm Question
Is the movement towards human security a true paradigm shift? In answering this question make sure to consider which of the authors whom you have read in Weeks one to four of the course support your view and which do not. *The sole use of attached readings is required for the midterm*
Midterm Assignment – Instructions (Read Carefully)
In university courses, assignments (or assessments) are meant to give students the opportunity to demonstrate what they have been learning in the course – and give instructors evidence that such learning is occurring within the classroom. Because of these objectives, it is imperative to incorporate the specifics of what you’ve been studying in the course into your writing assignments. You accomplish this by answering the Midterm question in the assessment via the course objectives and readings from the course. The midterm will cover the following objectives:
1. Describe the role of rapid globalization in changing perceptions of security
2. Identify key threats to human security (food security, personal security, environmental security)
3. Apply the concepts of human security
4. Compare and contrast traditional international relations approaches to security with the doctrine of human security.
Additional Instructions
To answer the Midterm question you will write an analytical essay. The analytical essay is a practical approach to solving a problem. So think of this essay question as you would an assignment from your boss: “I need you to take a look at this problem and solve it for me using things from your IR toolkit (what you have learned, or know). Present a well-written, concise answer to me in four pages. I need it by tomorrow morning.” This is how it happens in the real world, and this is what we want to prepare you to do. To achieve this structure of the essay please keep the following tips in mind:
1. Remember that the analytical essay is highly-structured. Each paragraph should look like the others in terms of style and substance. Writing to the limit of four pages is an art and something you need to learn to do. So, don’t write fewer than four pages and don’t write more. You may need to write over just a little and then edit away the extra parts of the essay to reach the concise four pages.
2. Review your submission and make sure that you have covered the requirements of the assignment using only material from the lessons and readings.
Format for the Essay:
1. Do not use a cover page. Instead, create a header with your name, assignment name, and date. To do this in Word, go to “insert” and then “header.” Do the same thing to insert a ‘footer’ and include page numbers. If you need help, use the ‘help’ function to learn more within Word.
2. Your submission should be four pages (no more, no less) and look like this:
a. Introduction: Introduce your topic & include a thesis. To help you set up your analytical essay include three reasons why you agree or disagree with the midterm quest.
MGT/526 v1
Wk 2 – Apply: Organizational Analysis
MGT/526 v1
Page 2 of 2
Wk 2 – Apply: Organizational AnalysisInstructions
Complete the worksheet based on your chosen organization. Use Business Source Complete and your selected company’s website, annual report, and other available sources. Part 1: Organization Information
Organization
Define your chosen company and its industry.
Mission and Vision
Identify the mission and vision of the organization.
Mission
Vision
Organizational Initiatives
Outline 1-2 major initiative for this organization. What are they currently doing to support these initiatives?
Organizational Plans
Describe the plans employed by the organization. Determine which types of managers create each type of plan.
Type of Plan
Description
Type of Manager
SWOT Analysis
There are various factors within the external environment of an organization that impacts its strategy.
Analyze the organization’s SWOT analysis. Identify the internal and external factors. Include a link to the SWOT analysis in the Reference section of this worksheet.
Internal Factors
External Factors
Part 2: Evaluation
Evaluate if the mission, vision, planning process, and SWOT analysis meets the current needs of the organization. Include the following in your evaluation:
· Describe the unmet need, (not limited to product or service, can be new demographic, new mode of delivery, etc.).
· Analyze your competitive advantages.
· Based upon the SWOT analysis, is there another business that is doing something similar that can be referred to? Provide examples.
· If there is not another business, describe how what you’re doing is a unique product or service offering.
· Propose a competitive business initiative to address the unmet need.
· Create a high-level timeline and operational steps necessary to implement your solution. References
Include a link to theSWOT analysis.
Copyright 2020 by University of Phoenix. All rights reserved.
Copyright 2020 by University of Phoenix. All rights reserved.
COUN 6785: Social Change in Action:
Prevention, Consultation, and Advocacy
Social Change Portfolio
M. Negrón
Contents
Introduction
Scope and Consequences
Social-ecological Model
Theories of Prevention
Diversity and Ethical Considerations
Advocacy
INTRODUCTIONAdressing Teen Pregnancy in Pittsburg, California
In more recent years, there has been an effort in my community to address teen pregnancy due to its growing rates. Over the years teen pregnancy rates have continued to rise in Contra Costa County as well as surrounding counties. Unfortanately, the town I come from is a small town within Contra Costa County so resources are limited. In order to address teen pregnancy there needs to be easier access to resources to prevent teen pregnancy from occurring. Teen pregnancy can lead to a number of different problems such as low socioeconomic status, greater chance of contracting a sexually transmitted infec.
Microsoft Word Editing Version 1.0Software Requirement Speci.docxjessiehampson
This document provides a software requirements specification for Microsoft Word 2016. It includes an introduction, purpose, scope, definitions, and overview. Use cases are defined for signing in, opening, creating new files, saving, saving as, exporting, printing, and changing fonts. Requirements cover performance, usability, supportability, configurability, and recoverability. The 8 use cases are then described in more detail with normal and alternate flows and screenshots.
Microsoft Windows implements access controls by allowing organiz.docxjessiehampson
Microsoft Windows implements access controls by allowing organizations to define users, groups, and object DACLs that support their environment. Organizations define the rules, and Windows enables those rules to be enforced.
Answer the following question(s):
Do you think access controls are implemented differently in a government agency versus a typical information technology company? Why or why not?
2. Do you think access controls differ among private industries, such as retail, banking, and manufacturing? Why or why not?
.
MGT520
Critical Thinking Writing Rubric - Module 10
Exceeds
Expectation
Meets Expectation Below Expectation Limited Evidence
Content, Research, and Analysis
21-25 Points 16-20 Points 11-15 Points 6-10 Points
Requirements Exceeds
Expectation -
Includes all of the
required
components as
specified in the
assignment.
Meets Expectation-
Includes most of
the required
components as
specified in the
assignment.
Below Expectation-
Includes some of
the required
components as
specified in the
assignment.
Limited Evidence -
Includes few of the
required
components as
specified in the
assignment.
21-25 Points 16-20 Points 11-15 Points 6-10 Points
Content Exceeds
Expectation -
Demonstrates
substantial and
extensive
knowledge of the
materials, with no
errors or major
omissions.
Meets Expectation-
Demonstrates
adequate
knowledge of the
materials; may
include some
minor errors or
omissions.
Below Expectation-
Demonstrates fair
knowledge of the
materials and/or
includes some
major errors or
omissions.
Limited Evidence -
Fails to
demonstrate
knowledge of the
materials and/or
includes many
major errors or
omissions.
25-30 Points 19-24 Points 13-18 Points 7-12 Points
Analysis Exceeds
Expectation -
Provides strong
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Meets Expectation-
Provides adequate
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Below Expectation-
Provides poor
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Limited Evidence -
Provides little or no
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
13-15 Points 10-12 Points 7-9 Points 4-6 Points
Sources Exceeds
Expectation -
Sources go above
and beyond
required criteria,
and are well
chosen to provide
effective
substance and
perspectives on
the issue under
examination.
Meets Expectation-
Sources meet
required criteria
and are adequately
chosen to provide
substance and
perspectives on the
issue under
examination.
Below Expectation-
Sources meet
required criteria,
but are poorly
chosen to provide
substance and
perspectives on the
issue under
examination.
Limited Evidence -
Source selection
and integration of
knowledge from
the course is
clearly deficient.
Mechanics and Writing
5 Points 4 Points 3 Points 1-2 Points
Demonstrates Exceeds Meets Expectation- Below Expectation- Limited Evidence -
MGT520
Critical Thinking Writing Rubric - Module 10
college-level
proficiency in
organization,
grammar and
style.
Expectation -
Project is clearly
organized, well
written, and in
proper format as
outlined in the
assignment. Strong
sentence and
paragraph
structure; contains
no errors in
grammar, spelling,
APA style, or APA
citations and
references..
Midterm PaperThe Midterm Paper is worth 100 points. It will .docxjessiehampson
Midterm Paper
The Midterm Paper is worth 100 points. It will consist of a 500 word written description and analysis of a work of art using terminology from Chapters 2-5.
For this assignment, you are to discuss the form, content, and subject matter of a work of art chosen from the list provided. This is an exercise in recognizing visual elements and principles of design in works of art and demonstrating an understanding of how they relate to each other to create meaning. This paper is about looking and seeing. This is not a research paper; you will not need to do additional research. Please follow the outline provided below.
First: Select a work of art
Select one of the following listed works of art:
Circle of Diego Quispe Tito.
The Virgin of Carmel Saving Souls in Purgatory
. Late 17th century. Fig. 1.22, pg. 17.
Henri Matisse.
Large Reclining Nude
. 1935. Fig. 4.24, pg. 85.
Faith Ringgold.
Tar Beach
. 1988. Fig. 13.18, pg. 219.
Henry Ossawa Tanner.
The Banjo Lesson
. 1893. Fig. 21.15, pg. 373
Andy Warhol.
Marilyn Diptych
. 1962. Fig. 24.23, pg. 447.
Format
Describe the use of each visual element and principle of design in the order they are listed in the outline. You can simply list each term and address how it is used in the painting. If you write in paragraph form be sure to identify each term clearly. Any term not addressed will receive 0 points. Provide specific examples. For example, don’t just say “there are lines,” give specific examples of how line is used in the piece you’ve selected.
Papers should be 500 words minimum (not including images), double-spaced, 10 or 12 point, with 1" margins. The preferred format is Microsoft Word (.doc or .docx). If these formats are not available, other acceptable formats are ASCII (.txt), rich text format (.rtf), Open Office (.odt), and PDF. Make sure you proofread your papers for incorrect grammar, spelling, punctuation, and other errors.
The Midterm Paper is due at 11:59 pm CT Sunday of Week 4.
Midterm Paper Outline
Introduction (First Paragraph)
In the first paragraph, called the introduction, you will include:
An identification of the work of art you selected: The name of the artist, title (which is underlined or italicized every time you use the title in your paper), date, and medium.
Your initial interpretation of the subject based on your initial observations.
Description
Describe how each of the following is used in the piece you selected.
Visual Elements
:
Line: what types of lines do you see in the piece? Provide examples.
Shape: what types of shapes do you see? Provide examples.
Mass: How is mass implied?
Space: How is the illusion of space created in the piece?
Time and Motion: Are time and motion evident in tis piece? How so?
Light: How is light used here?
Color: How does the artist use color?
Texture: How does the artist create the illusion of texture, or incorporate actual texture
Principles of Design
Unity and Variety: In what way is this pi.
Miami Florida is considered ground zero for climate change, in parti.docxjessiehampson
Miami Florida is considered ground zero for climate change, in particular rising seas will not only drown coastal sections of the city but will disrupt our local supply of drinking water.
Based on what you have learned so far from this class, discuss the following:
Explain where the drinking water from South Florida primarily comes from and why would rising sea levels disrupt this supply?
What efforts can be made and are being made to mitigate the effects of rising seas on our drinking water?
If you were a local politician, what advice would you give to state and federal officials on the best way to ensure residents in South Florida had a steady supply of drinking water for many years to come?
.
MGT230 v6Nordstrom Case Study AnalysisMGT230 v6Page 2 of 2.docxjessiehampson
MGT/230 v6
Nordstrom Case Study Analysis
MGT/230 v6
Page 2 of 2
Nordstrom Case Study Analysis
Nordstrom—“High Touch” with “High Tech”
How does Nordstrom stay profitable despite dips in consumer spending, changing fashion trends, and intense competition among retailers? One answer: Acute attention to detail and well-laid plans.
All in the Family
The fourth generation of family members that runs Nordstrom has brought the store’s time-honored and successful retail practices into a new era. “Nordstrom, it seems, is that rarity in American business: an enterprise run by a founding family that hasn’t wrecked it,” says one business writer. The company provides a quality customer experience via personalized service, a compelling merchandise offering, a pleasant shopping environment, and increasingly better management of its inventory.
Secret of Success
The secret of this company’s success lies in its strategic planning efforts and the ability of its management team to set broad, comprehensive, and longer-term action directions, all of which are focused on the customer experience. The current generation of Nordstrom family members was quick to spearhead an ultramodern multimillion-dollar, Web-based inventory management system. This upgrade helped the company meet two key goals: (1) correlate purchasing with demand to keep inventory as lean as possible, and (2) give customers and sales associates a comprehensive view of Nordstrom’s entire inventory, including every store and warehouse.
Demand Planning
Instead of relying on one-day sales, coupon blitzes, or marking down entire lines of product, Nordstrom discounts only certain items. “Markdown optimization” software assists in planning more profitable sale prices. According to retail analyst, Patricia Edwards, this helps Nordstrom calculate what will sell better at different discounts and forecast which single items should be marked down. If a style is no longer in demand, the company can ship it off to its Nordstrom Rack outlet stores. It’s all part of Nordstrom’s long-term investment in efficiency. “If we can identify what is not performing and move it out to bring in fresh merchandise,” says Pete Nordstrom, “that’s a decision we want to make.”
Inventory Planning
Although inventory naturally fluctuates, Nordstrom associates can easily locate any item in another store or verify when it will return to stock. Customers on their smart phones and associates behind sales counters see the same thing—the entire inventory of Nordstrom’s stores is presented as one selection, which the company refers to as perpetual inventory. “Customer service is not just a friendly, helpful, knowledgeable salesperson helping you buy something,” says Robert Spector, retail expert and author of The Nordstrom Way. “Part of customer service is having the right item at the right size at the right price at the right time. And that’s something perpetual inventory will help with.”
The upgraded inventory management system was an .
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
watch at least three of the following short videos from the PBS Fr.docx
1. watch at least three of the following short videos from the PBS
Frontline World (Stories by Region - Africa) site or one longer
documentary film from the PBS Frontline site. Frontline is a
highly respected documentary film producer. While a few of the
films are somewhat older, the content is relevant to our study of
Sub-Saharan Africa and this week’s DB topic. If any of the
links are inaccessible, simply select another film.
For this week's DB assignment you should discuss one or both
of the following questions:
1. How much should Sub-Saharan Africa's current challenges
(poverty, conflict, debt, etc.) be attributed to factors such as
European colonization or outside forces such as globalization
…or how much are they now the responsibility of Africans?
2. Does (and if so, how much) the international community have
a responsibility to help Africans with challenges such as
diseases (HIV/AIDS, Malaria, etc.), poverty, inequitable land
distribution, ethnic and religious conflict, debt, etc.? If so,
please give some specific examples of what should and can be
done.
Here are a few links:
· Liberia: Give peace a chance -
http://www.pbs.org/frontlineworld/rough/2007/05/liberia_give_
pe.html
· Zimbabwe: Shadows and Lies -
http://www.pbs.org/frontlineworld/stories/zimbabwe504/video_
index.html
· South Africa: Inside the cycle of rape -
http://www.pbs.org/frontlineworld/rough/2010/07/south_africa
_a.html
· This Land is Ours: Who should own Namibia's farms? -
http://www.pbs.org/frontlineworld/rough/2005/08/this_land_is_
ou.html
· Somalia: A Reporter's Search for Al Qaeda -
http://www.pbs.org/frontlineworld/rough/2007/02/somalia_a_re
2. por.html
· Ghana: Digital Dumping Ground -
http://www.pbs.org/frontlineworld/stories/ghana804
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye,
[email protected]
Abstract: Today, researchers have been exploring employee’s
resistance to change and how to
foresee these aversive behaviors during organizational change
3. process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees
view organizational change in a negative
way even if change efforts will results in favorable
consequences for them. At this point,
communication process has a crucial effect on the perception of
employees towards change process. In
addition, several studies confirm the role of perceived justice in
the organization during organizational
change. So, the effects of communication and perception of
justice on behaviors of employees during
change process and the contribution of communication on
resistance to change through perception of
organizational justice was explored. The research was
conducted among 583 employees in Turkey. The
results of the regression analysis showed that perception of
organizational justice plays a mediating
role between communication to resistance and change.
Keywords: Change, resistance to change, perception of justice,
communication.
JEL Classification: M10, M12
1. Introduction
Global competition, new age information technologies, global
4. economic crises, new
political strategies and rapidly evolving consumption trends are
stimulants for organizational
change. Organizations must implement continuous and
transformational change to remain
competitive (Cohen, 1999). For instance, Forbes published its
first Top 100 Companies list in
1917. It re-printed it in 1987, showing that 61 of the original
100 companies has no longer
existed (Foster & Kaplan, 2001). This shows that in today’s
dynamic world, organizations must
change or go out of business.
So, organizational change has become a very popular subject for
scholars and
researchers. Organizations have been spending huge amounts of
money, time and human
capital to be successful in their change efforts. However, Beer,
Eisenstat and Spector (1990)
noted that change programs often failed or made situations
worse. Such results have led
researchers and practitioners to search how organizations can
successfully accomplish
change processes. The reasons for failure in the change process
were found as technological
difficulties and lack of money, but most importantly, human
5. related problems (Lawrence,
1954 cited in Foster, 2008).
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Business and Economics Research Journal
5(4)2014
144
There are several studies that have attempted to understand and
predict employee’s
behaviors towards organizational change process (Morgan &
Zeffane, 2003; Oreg & Sverdlik,
2011; Dent & Goldberg, 1999). So, scholars investigated the
factors that affect employee’s
attitudes toward new working conditions. For instance, Chawla
& Kelloway (2004) examined
participation of employees during change process, Cobb,
Foleger & Wooten, (1995) focused
their research on employee’s perception of justice, Mayer &
Davis, (1999) indicated the
importance of supervisor/organizational trust and engagement
during change process and
Armenakis & Harris, (2002) mentioned the inevitable role of
6. effective communication during
organizational change. These research results indicated that
many change efforts fail due to
underestimating the importance of understanding and predicting
employee reactions during
organizational change process.
So, this research examined employees’ reactions to change in
the light of Oreg’s
theoretical framework of dispositional resistance to change.
Oreg stated that people show
different responses to change implementations. For example,
During change process,
employees may respond to organizational change efforts
differently. Employees with positive
attitudes towards the change effort will usually support its
implementation because they feel
it will result in, for example, an optimal amount of task variety,
a new position, better
working conditions, a new promotion structure, etc. On the
other side, some employees
view organizational change in a negative way due to
unfavorable consequences of the change
efforts due to a great deal of uncertainty and stress of major
change processes.
7. As Palmer (2004) stated, employees should be considered the
cornerstones of any kind
of organizational change because employee resistance is one of
the biggest problems to
contend with. So, scholars determined several different
variables as the main antecedents of
the change reaction. These are uncertainty and fear of poor
outcome, participation,
personality factors, leadership styles, communication problems,
perception of justice, and
lack of trust in organization.
In this study, effective communication and perception of
organizational justice were
selected for main antecedents of employee negative behaviors
towards organizational
change.
The first dimension in this research is perception of
organizational justice. During the
change process, it is common to reallocate organizational
resources, and how resources are
distributed affects the perception of organizational justice in the
workplace. Several studies
confirm the role of perceived justice in the organization during
organizational change. Cobb,
8. Folger and Wooten (1995) found that positive perception of
justice during the change process
resulted in organizational commitment, trust and willingness to
accept change. Other findings
indicated that the amount of information shared by employees,
participation in decision
making contributed to employee perception of organizational
justice (Kilbourne, O’Leary-
Kelly &Williams, 1996).
So, Communication is considered as a second research variable
which also plays an
important role during the change process. Communication is the
means by which
organizations compete and survive in the global economy,
especially as business
environments become more complex. Thus, understanding
effective communication is an
indispensable goal for all organizations (Spillan, Mino &
Rowles, 2002). In addition to the
significant role of communication in day-to-day processes,
several researchers have explored
the crucial function of effective communication during the
change process specifically.
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Armenakis, Harris and Mossholder (1993) and Wanberg and
Banas (2000) stated that
accurate communication about change process enhances
management credibility and
employee reaction to change. Communication also provides
information on how change
process will take place and its consequences, which will
increase sense of perception of
justice during change process. As it was indicated by Chawla
(1999), providing accurate
information during change process results in positive
perceptions of justice, which in turn can
decrease resistance to change.
These findings indicated that both effective communication and
perception of justice
have positive effects on decreasing employees’ aversive
reaction to organizational change.
However, it is predicted that communication does not always
decrease employee resistance
to organization change. So, effective communication would
10. create positive attitudes toward
change process through first enhancing employee’s perception
of justice.
This research investigated the factors affecting individual
response to organizational
change. The findings, then, may contribute to better
understanding how organizational
change process could be more successful. Specifically, the
contribution of communication on
resistance to change through perception of justice is an
important finding of this study.
2. Literature Review
2.1. Organizational Change
Today, organizations have to adopt themselves new economic,
social and political
conditions in order to stay in the business. Connor and Lake
(1994) observed that diversity,
globalization, change in customer needs, economic conditions
and information technology
are the main environmental factors that lead a change.
Since change is inevitable for companies in order to survive and
develop new
opportunities in such a competitive business environment,
organizations have to understand
11. and predict employee’s attitudes and behaviors towards
organizational change process.
However, it was not easy to foresee employees’ reactions and
find ways to overcome
resistance to change.
As it was indicated by Walsh and Charalambides (1990, cited in
Erim, 2009), employees
perceive their business environment through their schemas,
which help understand and
interpret external events. The development of a schema is based
on a person’s experiences
and beliefs; thus, some people have positive attitudes towards
new experiences and consider
them as opportunities to improve themselves. Others have
negative attitudes towards new
ideas and situations and generally resist change efforts. To
determine what shapes a positive
attitude towards change and to avoid developing negative
attitudes, resistance to change is
reviewed in detail.
2.2. Resistance to Organizational Change
Due to huge money and time invested in organizational change,
how individuals
12. respond to changes has become a topic of interest in the
organizational studies literature
(Bovey & Hede, 2001; Morgan & Zeffane, 2003; Dent &
Goldberg, 1999; Oreg & Sverdlik,
2011; Foster, 2010). Several studies attempt to explain why
change efforts in technology,
production methods, management practices and compensation
systems have fallen short of
expectations or resulted in failure (Oreg, 2006).
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Oreg et al. (2008) stated that change affects every aspect of our
lives. However,
people’s responses to change are quite different. It can be
observed that there are several
people that accept the change process and actively participate
change activities while other
people prefer to avoid from change practices if possible and
resist them otherwise. Oreg
(2003) developed resistance-to-change (RTC) scale in order to
explain individual differences
in people’s attitudes towards change. This scale composed of
13. four factors: a) routine seeking,
b) emotional reaction to imposed change, c) short-term focus
and d) cognitive rigidity.
a) Routine seeking: the change will be viewed either as an
interruption to routines or as
an opportunity to increase stimulation. When individuals
encounter new stimuli, familiar
responses may be incompatible with the situation, which may
produce stress. This stress then
becomes associated with the new stimulus (Oreg, 2003). b)
Emotional reaction: This states
the amount of stress and uneasiness an individual experiences
when confronted with change.
For example, when employees perceive that change will reduce
the control they have over
their lives, they will feel stressed and will more likely resist
organizational changes. c) Short-
term focus: Because the initial aspects of change often involve
more work and exerting more
energy than spent for maintaining the status quo, some
employees resist change (Kanter,
1985), even though they may support the particular change in
principle (Oreg, 2003). d)
Cognitive rigidity: Several researchers examined the cognitive
processes underlying people’s
response to organizational change (Bartunek & Moch, 1987;
Lau & Woodman, 1995) and
determined that the way employees process information about
change determine how they
react to it. Someone that is rigid and closed-minded might be
less willing and unable to adjust
to new situations.
After discussing theoretical foundation of resistance to change,
it would be beneficial
14. to examine two main antecedents of resistance in order to attain
entire picture about
employees’ reaction towards organizational change.
2.3. Perception of Organizational Justice
The earlier theories of justice perception, which noted the key
role of perceived
fairness in life, were developed mainly for general society
rather than organizations. Until the
early 1970s, perceived fairness was discussed only in the social
science literature (Greenberg,
1987). Several researchers then noted that perceptions of justice
within an organization are
fundamental for understanding employee behaviors.
The basic premise behind the theories on the perception of
justice in the organizations
is that fair treatment is important to people and is a major
determinant in their reactions to
decisions. Greenberg (1990, p. 399) noted that the “social
scientist has long recognized the
importance of the ideals of justice as basic requirements for the
effective functioning of
organizations and the social satisfaction of individuals they
employ”. In addition, Fryxell and
Gordon (1989) found justice to be a fundamental issue in the
relationship between the
employees and management.
In addition to theoretical findings, several empirical studies
point out the importance
of fairness perception in organization. According to Konovsky
and Folger (1991), when
employees believe that their organizations are fair, they are
more likely to adjust to change
15. efforts. Deutsch found that an organization’s effectiveness is
increased when resources are
fairly distributed instead of focusing on the interests of an
individual or group (Deutsch,
1985). Human resource managers have also recognized the
importance of the relationship
between organizational justice and organizational effectiveness
(Tang & Sarsfield-Baldwin,
1996).
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Because justice perception in an organization plays a critical
role on the firm’s
effectiveness and sustainability, it is important to understand
the construct of justice in detail
and its relationship to organizational change process.
2.3.1. Distributive Justice
The concept of distributive justice developed in the 1960s and
1970s. Initially, Homans
(1961 cited in Colquitt et.al., 2001) proposed his fairness
theory, which depends on social
16. exchange theory. From an organizational point of view,
distributive justice is present when
employees perceive that compensation, rewards and
responsibilities are allocated
consistently and fairly. In other words, distributive justice
refers to fairness in the firm’s
distribution of rewards such as salary, benefits, promotions, etc.
Issues of distributive justice
arise when something valuable is scarce, when not everyone can
have what he/she deserves
(Hubbell & Chory-Assad, 2005); distributive justice occurs
when individuals do not get the
rewards that they expected in comparison with the rewards
others received, such as new
tasks, new responsibilities, power, rewards and/or promotions
(Folger & Konovsky, 1989).
2.3.2. Procedural Justice
Procedural justice refers to fairness in organization policies and
procedures while
distributing resources. The concept of procedural justice
developed between the mid-1970s
and the mid-1990s. Thibaut and Walker (1975) are regarded as
pioneers of the concept. They
indicated that if procedures were followed during the
17. distribution of outcomes, people
perceived the outcomes fair and acceptable. Similarly, scholars
of organizational studies
found that employees not only cared about the outcomes of
decisions, but also about the
procedures used while making the decisions (Korsgaard,
Schweiger & Sapienza, 1995).
Leventhal, Karuza and Fry (1980) extended the notion of
procedural justice into
organizational settings. They found that individuals used
several procedural dimensions to
assess the fairness of resource distribution procedures.
2.3.3. Interactional Justice
Interactional justice refers to the fairness and quality of
treatment people receive
when procedures are implemented. In the mid-1980s, Bies and
Moag (1986) modified the
overall fairness perceptions. They began to focus not only on
outcomes and process control
during resources distribution but also on how people were
treated during the process. They
referred to these aspects of justice as ‘interactional justice’.
Today, interactional justice
18. consists of two distinctive constructs. Interpersonal Justice
refers to the social interaction
between an individual and others in the workplace, such as
colleagues, supervisors and
subordinates. It focuses on perceived fairness in interpersonal
relationships. Interactional
justice is characterized by the politeness, dignity and respect
shown by authorities or the
third party involved in executing procedures or determining
outcomes. Informational Justice
focuses on explanations about why procedures were used in a
certain way or why outcomes
were distributed in a certain fashion (Colquitt et al., 2001); it is
based on the quality and
quantity of relevant information.
Since organizational change corresponds with adaptation and
exploration, the
perception of justice in the organization can have a significant
effect on employee reaction to
desired behaviors. In other words, change efforts usually
involve reallocation of resources,
which fundamentally affect perceptions of how fair the change
effort is. For example, Tyler
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and Lind (1992) note that when employees feel they are being
treated fairly, they will accept
changes and sometimes comply voluntarily with unfavorable
decisions. Thus, if employees
perceive fairness during resource allocation, they will exhibit
more positive behaviors, such as
trust, organizational commitment and a willingness to accept
change. So, it was claimed that
employees’ perception of fairness will negatively related to
employee’s unfavorable reactions
to change
H1: Perception of organizational justice will negatively related
to employee’s resistance
to change.
2.4. Communication
Organizations have had to deal with more frequent
organizational change due to
advancements in technology, global economic conditions and
severe competition. At this
20. point, communication plays a strategic role in implementation
of the change process as well
as in organizational continuity. Management must recognize
that communication is a
strategic issue for the organization and should integrate
communication into overall company
strategies. Similarly, Raina (2010) noted that communication is
the process that plays the
most central role in a firm’s success or failure.
Many studies show that information may be interpreted
differently depending on the
medium with which it is delivered (Nelson et al. 2007).
Therefore, choosing the appropriate
medium or channel (informal or formal) is very important. For
instance, informal
communication channels (social gatherings, small group
networks and the grapevine) are not
established by management and do not follow a chain of
authority. They are relatively less
structured and more spontaneous than formal channels. Informal
channels are fast, effective
means of transmitting information and usually reliable (Fisher,
1993).
On the other side, formal communication channels (face-to-face
communication,
21. memorandum, newsletters, booklets, annual reports) are
established by the organization and
transmit messages about the firm’s professional activities.
Formal channels follow an
organization’s authority chain and are divided into two
categories: vertical communication
and horizontal (lateral) communication.
2.4.1. Vertical Communication Flows in Two Directions
Downward: Communication flows from one level of a group to a
lower level, for
example, from managers to their employees. Managers identify
processes of instruction, give
feedback on sustainability and emphasize organizational
procedures (Katz and Kahn, 1966).
Then they communicate with employees to assign tasks and
goals, explain company policies
and strategies, discuss employee behavior and give performance
feedback performance.
Downward communication helps employees understand their
responsibilities and how the
firm can assist to improve their performance. Channels of
downward communication are
face-to-face contact, email, memos and letters or company
22. newsletters.
Upward: Communication also flows from lower to higher levels.
Employees
communicate with managers about progress reports, suggestions
for improvement,
proposals of innovation, (Daft, Lengel & Trevino, 1987),
problems with their job, customers or
market conditions, and/or new technologies. Above mentioned
messages can be generalized
as information about employees themselves, information about
their problems, information
about organizational practices and policies and information
about what needs to be done
(Katz and Kahn, 1966).
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2.4.2. Horizontal Communication
Horizontal communication occurs among members of the same
group. Andrews and
23. Herschel (1996) defined it as passing messages between
individuals on the same
organizational level. Horizontal communication occurs during
staff meetings, information
presentation and at shift changes (Spillan et al., 2002).
Horizontal communication is used to
keep personnel informed of current practices, policies and
procedures (Spillan et al. 2002).
As it was indicated that effective communication plays an
indispensable role within the
organizations to develop positive working conditions and
improve employee efficiency. Many
empirical researchers have indicated the positive effects of
effective communication on
perception of justice in the organization. For example,
Kilbourne et al. (1996) claimed that a)
the amount of information shared by the organization, b) the
degree of employee
participation and c) employee sense of the need for change are
the key elements of
perception of fairness in the workplace. In addition, they
indicated that the amount of
information shared by employees will contribute to employee
perception of organizational
justice. So, it can be concluded that effective communication
will improve perception of
24. justice within the organization
H2: Effective communication will positively related to
perception of justice.
Poor communication is regarded as one of the main antecedents
of resistance to
change. Several studies have indicated the importance of
effective communication in general,
and especially during the change process (Miller et al., 1994;
Wanberg & Banas, 2000; Rogers,
2003). Ineffective communication results due to providing
inadequate information about the
change and using inappropriate communication channels.
Nelson et al. (2007) note that if
employees consider the information received inadequate and
irrelevant, they will likely feel
suspicious about the change effort and react negatively. So, it
was claimed that effective
communication will negatively related to employee’s
unfavorable reactions to change
H3: Effective communication during change process will
negatively related to
employee’s resistance to change.
2.5. Communication, Perception of Justice and Organizational
25. Change
As indicated in Friedman’s (2005) book, cutthroat competition
and easy access to
information on a global scale have created a world that is “flat”.
In flat-world competition,
competitive advantage can no longer be attained only by new
technological developments
and overcoming market entry barriers. Change management in
the organizations has become
the key issue in dealing with severe competition. As the value
and impact of change
management on organizational performance have increased,
organizational studies have
begun to focus on the factors affecting the success rate of
change initiatives. Organizational
change initiatives are relatively high in risk because they
usually require a radical shift in the
norms of the organization. Employees usually show unfavorable
behaviors towards
organizational change efforts due to uncertainties during this
process. At this point,
perception of fair treatment among employees and effective
communication can be
considered as very important aspects to diminish employees’
negative attitudes toward
26. change process.
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Business and Economics Research Journal
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Theories on organizational justice indicate that fair treatment is
central to people’s
relationships and is a major determinant in their reactions to
third-party decisions. It was
indicated that perceptions fairness in the organization will
fundamentally affect by
distribution of power, prestige, authority, responsibility,
technology and financial resources.
In line with theories, many researchers pointed out that
perception of justice within an
organization is fundamental for understanding employee
behaviors. For instance, several
empirical studies have found a strong relationship between
perception of justice and
attitudes towards change practices. If distribution of resources
is perceived to be fair,
27. employees will behave more favorable and open to changes in
the organization (Tyler and
Lind, 1992; Daly and Geyer, 1994; Cobb, Folger and Wooten,
1995).
Similarly, the communication process is considered as a very
crucial aspect in order to
achieve successful results in organizational change. Cooperation
and inter-personal
relationships occur much more easily with good communication
and appropriate social
interaction (Bovee, Thill & Schatzman, 2003). Then, these
aspects will assist to reduce anxiety
and uncertainty about the results of change implementations.
There are several researches
indicating positive relationship between communication and
employee support for change
effort (Wanberg & Banas, 2000; Milliken, 1987; Miller &
Monge, 1985).
However, effective communication is not always enough to
decrease negative attitudes
of employees towards organizational change process. To be
successful with change efforts,
the communication should enhance employees’ perception of
justice within the organization.
28. For instance, several empirical studies have emphasized the
importance of effective
communication on justice perception. Daly and Geyer (1994)
found that the positive effects
of communication on acceptance of change and turnover
intention are mediated by the
perception of fairness. Chawla (1999) indicated that providing
accurate information during
change process results in positive perceptions of justice, which
in turn can decrease
resistance to change. So, accurate communication disseminated
through memos, notice
boards, open-door policies and information meetings improve
employees’ perception of
justice within organization. Then, perception of justice within
organization will establish
trustworthiness towards management that creates less resistance
to organizational change
process. So, it is hypothesized that communication within the
organization will contribute to
a decrease in resistance to change through enhancing
employees’ perception of justice within
organization
30. 5(4)2014
151
H4: The relationship between communication and resistance to
change is mediated by
perception of justice.
As a summary of the theoretical framework, the study model is
shown in figure 1.
3. Method
3.1. Sample
This research was conducted among 583 employees in Turkey.
Convenience sampling
was used for this study. 58,8 % (N=343) of the participants
were male and 41,2% (N=240)
were female. In terms of their educational background, 34,5 %
of the participants were
elementary and high school graduates, 54% had a bachelor’s
degree, 11,5% had a master’s
degree / a PhD degree. 26,6% of the participants had tenure
less than 5 years, 51,3 % had 5-
15 years of tenure and 22,1 % had more than 15 years of
tenure. In addition, 49,6 % of the
participants had less than 3 years of tenure at their present job,
41,7 % had a 3-10 years of
31. tenure at their present job, 8,7% had above 10 years of tenure at
their present job. Only 25%
of the participants had managerial position. The participants
were working full time in private
and public sectors including retail & electronic retail sector
(21,8%), educational sector (16,6
%), food sector (7%), information technologies sector (6%),
medical sector (4,6) etc. The
distribution of the sample is presented in table 6.
3.2. Instrument
3.2.1. Resistance to change (RTC)
Resistance to change was measured by Oreg’s (2003) 17 items
RTC (resistance to
change) scale. 16 items of this instrument were used in this
research. RTC scale was
translated from English to Turkish by the researcher. Then four
bilingual experts reexamined
the scale for semantic and syntactic equivalence. Also, the items
were reviewed by the
academicians in Organizational Behavior field. Sample items
from the instrument are “I
generally consider changes to be a negative thing”, “When I am
informed of a change of
plans, I tense up a bit”, “Changing plans seems like a real
32. hassle to me”. Oreg (2003) found
the Cronbach alpha value of the instrument as 0.92.
3.2.2. Communication
Communication was assessed by an instrument developed by
Postmes, Tanis, and De
Wit (2001). This instrument has two factors. These factors are
a) vertical communication b)
horizontal communication. The first translation of the scale
from English to Turkish was made
by Melikoğlu (2009). Then the researcher overviewed the
translation and four bilingual
experts reexamined the scale for semantic and syntactic
equivalence. Sample items are
“There are sufficient opportunities within the organization to
critically reflect on managerial
policies, or to give suggestions for improvement.”
“Management of this organization pays
attention to employees’ suggestions.” Postmes, Tanis, De Wit
(2001) found the Cronbach
alpha value of vertical communication scale as 0.90 and the
Cronbach alpha value of
horizontal communication scale as 0.78. Also, Melikoğlu (2009)
found the Cronbach alpha
value of vertical communication scale as 0.95 and horizontal
33. communication as 0.85.
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3.2.3. Perception of Organizational Justice
Justice perception was measured by Colquitt’s (2001) justice
perception instrument.
The first translation of the instrument from English to Turkish
was made by Karabay (2004).
Then four bilingual experts reexamined the items in order to
correct semantic and syntactic
equivalence.
Justice perception instrument has three factors. These factors
were a) procedural
justice b) distributive justice c) interactional justice
(interpersonal/ informational). Sample
items are “My manager explains the procedures thoroughly”,
“My outcomes reflect the effort
34. I put into my work”, “The procedures are based on accurate
information”. Colquitt and Shaw
(2005) found the Cronbach alpha value of distributive justice as
0.92, procedural justice as
0.83, interpersonal justice as 0.92 and iteractional justice as
0.88.
The respondents evaluated the items of all scales on a 6 point
scale. These scales
illustrate 1= Never, 2= Scarcely, 3= Rarely, 4= Sometimes, 5=
Most of the time, 6= Always
3.3. Analysis and Results
3.3.1. Factor and Reliability Analysis of “Resistance to Change”
Instrument
Factor analysis was conducted with varimax rotation in order to
determine the factors
of “Resistance to change” variable. As a result of the analysis,
“Resistance to change” items
were collected under two factors. These factors explain 69,981
% of total variance. Item 15
was deleted since its factor loading was less than 0.50. Items
12, 7, 2 were discarded since
they were loaded on more than one factor. After reliability
analysis, items 6, 9, 14, 16 were
35. discarded due to their low reliability scores.
The Kaiser-Meyer-Olkin KMO value was found as 0.871 and the
Bartlett’s test of
sphericity yielded a significant result with a p=.000. The seven
items loaded on two factors
which account for 69,981 % of the total variance. According to
the nature of items, these two
factors were named as “routine seeking” and “emotional
reactions”. Moreover, the Cronbach
Alpha values of each factor were determined as 0.841 and 0.836
respectively. The table
presents details of factor analysis for “resistance to change”
presented in appendix1.
3.3.2. Factor and Reliability Analysis of “Communication”
Instrument
Factor analysis was conducted with varimax rotation in order to
determine the factors
of “communication” variable. The factor analysis for
“communication” revealed a three-
factor structure. These factors explain 73,486 % of total
variance. Item 7, 12, 15 were
discarded since they were loaded on more than one factor.
The Kaiser-Meyer-Olkim KMO value was found as 0.904 and
the Bartlett’s test of
36. sphericity yielded a significant result with a p=.000. The twelve
items loaded under three
factors which account for 73,486 % of the total variance.
According to the nature of items,
these three factors were named as “Vertical Communication-
Contribution” having five items,
“Vertical Communication- Information Sharing” having four
items and “Horizontal
Communication” having three items. Moreover, the Cronbach
Alpha values of each factor
was determined as 0.888 , 0.895 and 0.823 respectively. The
table presents the details of
factor analysis for “communication” presented in appendix 1.
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3.3.3. Factor and Reliability Analysis of “Perception of
Organizational Justice”
Instrument
Factor analysis was conducted with varimax rotation in order to
determine the factors
37. of “Perception of Organizational Justice” instrument. The factor
analysis for “Perception of
Organizational Justice” revealed a four- factor structure. These
factors explain 72,887 % of
total variance. The Kaiser-Meyer-Olkim KMO value was found
as .940 and the Bartlett’s test
of sphericity yielded a significant result with a p=.000. The
twelve items loaded under four
factors which account for 72,877 % of the total variance.
According to the nature of the
items, these four factors were named as “Interactional Justice”
having nine items,
“Distributive Justice” having four items, “Procedural Justice-
application” having four items
and “Procedural Justice- participation” having three items.
Moreover, the Cronbach Alpha
values of each factor were determined as 0.947, 0.897, 0.882
and 0.779 respectively. The
table3 presents details of factor analysis for “Perception of
Organizational Justice” analysis
presented in appendix 1.
3.3.4. Means, Standard Deviation, Correlations
The means, standard deviations, and correlations of the factor
variables (Routine
38. Seeking, Emotional Reaction, Vertical Communication-
information sharing, Vertical
Communication- contribution, Horizontal communication,
Distributive Justice, Procedural
Justice- participation, Procedural Justice- application,
Interactional Justice) were analyzed.
Table 4 presents the means, standard deviation and the
correlation among the
research variables. The correlation between the factors of
resistance to change and other
variables was very low and in a negative direction. “Vertical
Communication- contribution”
and “Procedural Justice – application” were correlated highly
and significantly (r= 0.555,
p<0,01), and “Horizontal Communication” and “Distributive
Justice” were correlated highly
and significantly (r= 0.504, p<0,01). In addition, there was a
high correlation between
“Vertical Communication- contribution” and “Interactional
Justice” (r=0.624, p<0,01).
39. Table 1. Means, Standard Deviations, Correlations of Factor
Variables
*Correlation is significant at 0,05 **Correlation is significant at
0,01
Means Standard
Deviation
(1) (2) (3) (4) (5) (6) (7) (8) (9)
(1)Routine
41. (9)Interactional
Jus.
4,82 0,97 -.226** -,101* ,624** ,559** ,536** ,561**
,627** ,390** 1
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Business and Economics Research Journal
5(4)2014
154
3.4 . Test of the Hypothesis
In this study, regression models are used to examine the
relationship among
communication, perception of justice and resistance to change.
At first step, effect of
communication on perception of justice was investigated. At
second step, the effects of
communication and perception of justice on resistance to change
were investigated
independently from each other.
The regression model of first analysis examined the effect of
communication on
42. perception of justice and this model is statistically significant (
F=709,142; p=0,000). At this
model, “Communication” was regressed on “Perception of
Justice”. The regression analysis
revealed that “Communication” had a significant contribution
on the prediction of
“Perception of Justice” (β=,741, p=.000). This result showed
that Hypothesis 2 was
supported.
The results of second step analysis showed that both regression
models are statistically
significant (communication, F=6,128, p=,014; perception of
justice, F=23,165, p= ,000). The
two regression analyses on second step were conducted
independently between
“Communication” and “Resistance to Change” and between
“Perception of Justice” and
“Resistance to Change”. The regression analysis revealed that
“Communication” had a
significant contribution on the prediction of “Resistance to
Change” (β=-,102, p=,014). This
result showed that Hypothesis 3 was supported. In addition,
The regression analysis revealed
that “Perception of Justice” had a significant contribution on
the prediction of “Resistance to
43. Change” (β=-,151, p=,000). This result showed that Hypothesis
1 was supported.
In order to test mediating role of perception of justice between
communication and
resistance to change, Baron & Kenny’s (1986) method was used.
Baron & Kenny (1986)
mentioned three regression equations to test the linkages of the
mediational model; to
establish mediation, the following conditions must hold: Firstly,
the independent variable is
regressed on the mediator and as a result independent variable
must affect the mediator in
the first equation. Secondly, independent variable is regressed
on the dependent variable
Table 2. Regression Analysis Results of step 1
Β t F R Adj R² Sig.
709,142 0,741 0,549
Independent Variable: Communication 0,741 26,630 0,000
Dependent Variable: Perception of Justice
Table 3. Regression Analysis Results of step2
Β t F R Adj R² Sig.
44. 6,128 0.102 0.009
Independent Variable: Communication -0.102 -2.476 ,014
Independent Variable: Perception of
Justice
-,151
-4,813
23,165
,196
,037
,000
Dependent Variable : Resistance to change
N. Saruhan
45. Business and Economics Research Journal
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155
and as a result independent variable must affect the dependent
variable in the second
equation. Thirdly, the mediator and the independent variable are
regressed together on the
dependent variable. If there is a perfect mediation, the mediator
must affect the dependent
variable alone in the third equation. If both continues to affect
the dependent variable but
the effect of independent variable on dependent variable is
diminished, we can say there is a
partial mediation.
According to explanation of Baron& Kenny (1986), the effect of
mediator (perception
of justice) and the independent variable (communication) are
regressed together on the
dependent variable (resistance to change). “Communication”
and “Perception of Justice”
were entered as independent variables to examine their
contribution on the dependent
variable (Resistance to Change). The result of regression
46. analysis is presented in table 7.
The result showed that regression model is statistically
significant (F=12,856,
p=0,000).This regression results indicated that only “Perception
of Justice”, which was the
mediating variable, had a significant effect on “Resistance to
Change” (β= -,267, p= ,000)
while the significant contribution of “Communication” on
“Resistance to Change” in second
regression disappeared during multiple regression (β=-,096 , p=
,115). This result showed that
“Perception of Justice” fully mediated the effect of
“Communication” on “Resistance to
Change”. Hypothesis 4 was supported.
Testing mediating role of Perception of Justice between
communication and resistance
to change with other factor variables showed that only three of
them showed positive
results. This mediation analysis has been shown below.
3.4.1. The Mediating Role of Procedural Justice– Participation
between
“Communication-Informational Sharing” and “Resistance to
Change– Routine Seeking”
“Communication-informational sharing” is the independent
47. variable, “Perception of
Justice factor (procedural Justice- participation) is the mediator
and “Resistance to Change-
routine seeking” is the dependent variable.
• In the first regression analysis, “Communication-informational
sharing” was
regressed on Perception of Justice factor (procedural Justice-
participation). The
regression analysis revealed that “Communication-informational
sharing” had a
significant contribution on the prediction of on “procedural
justice-
participation” (β=.348, p=,000).
Table 4. The Mediating role of “Perception of Justice” between
“Communication” and
“Resistance to Change”
B t F R Adj R² Sig.
12,856 0,206 0,039 0,000
Independent Variable: Communication 0,096 1,557 0,115
48. Mediating Variable: : Perception of Justice -0,267 -4,403
0,000
Dependent Variable: Resistance to change
The Role of Corporate Communication and Perception of Justice
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Business and Economics Research Journal
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156
• The second regression analysis was conducted between
“Communication-
informational sharing” and “Resistance to Change- routine
seeing”. The regression
analysis revealed that “Communication-informational sharing”
had a significant
contribution on the prediction of “Resistance to Change- routine
seeking” (β=-3.323,
p=,001).
• The third regression analysis was conducted for the mediating
variable analysis.
Perception of Justice factor (procedural justice- participation)
and “Communication-
49. informational sharing” were entered as independent variables to
examine their
contribution on the dependent variable (Resistance to Change-
routine seeking).
The results showed that “Procedural Justice- participation”
which was the mediating
variables, had a significant effects on “Resistance to Change-
routine seeking” (β=-.164,
p=,000) while the significant contribution of “Communication-
informational sharing” on “
Resistance to change” in second regression did disappeared
during multiple regression (β=-
.080, p=,367).
This result showed that Perception of Justice factor (procedural
justice – participation)”
fully mediated the contribution of “vertical communication-
information sharing” to
“resistance to change- routine seeking”. The results of
regression analysis are presented in
table 5.
3.4.2. The Mediating Role of “Perception of Procedural Justice-
Application” between
“Vertical Communication- Information Sharing” and
“Resistance to Change– Routine
50. Seeking”
“Communication-informational sharing” is the independent
variable, “Perception of
Justice factors (procedural justice- application)” is the mediator
and “Resistance to Change-
routine seeking” is the dependent variable.
Table 5. The Mediating role of “Perception of Procedural
Justice-participation” between
“Vertical Communication- Information Sharing” and
“Resistance to Change- routine seeking”
Β t F R Adj
R²
Sig
Analysis I 79,877 0.348 0.119
Independent Variable: Ver. Comm.
Information Sharing
0,348 8,937 0.000
Dependent Variable: Perception of Justice participation
Analysis II 11,041 0.137 0.017
Independent Variable: Ver. Comm.
51. Information Sharing
-3.323 -137 0.001
Dependent Variable : Resistance to change- routine seeking
Analysis III 12.973 0.206 0.039 0.000
Independent Variable: Ver. Comm.
Information Sharing
-0.080 -
1,837
0.367
Mediating Variable: : Perception of Justice-
participation
-
0,164
-3,781 0.000
Dependent Variable: Resistance to change-
routine seeking
52. N. Saruhan
Business and Economics Research Journal
5(4)2014
157
• In the first regression analysis, “Communication-informational
sharing” was
regressed on Perception of Justice factors (procedural justice –
application). The
regression analysis revealed that “Communication-informational
sharing” had a
significant contribution on the prediction of on Procedural
justice- application
(β=.542, p=,000).
• The second regression analysis was conducted between
“Communication-
informational sharing” and “Resistance to Change- routine
seeing”. The regression
analysis revealed that “Communication-informational sharing”
had a significant
contribution on the prediction of “Resistance to Change- routine
seeking” (β=-3.323,
53. p=,001).
• The third regression analysis was conducted for the mediating
variable analysis.
“Procedural justice - application” and “Communication-
informational sharing” were
entered as independent variables to examine their contribution
on the dependent
variable (Resistance to Change- routine seeking).
The results showed that “Procedural justice - application”,
which was the mediating
variables, had a significant effects on “Resistance to Change-
routine seeking” (β=-.166,
p=,001))” while the significant contribution of
“Communication-informational sharing” on “
Resistance to change” in second regression did disappeared
during multiple regression (β=-
.046, p=340).
This result showed that “Perception of Justice factors
(procedural justice - application)”
fully mediated the contribution of “vertical communication-
information sharing” to
“resistance to change- routine seeking”. The results of
regression analysis are presented in
54. table 6.
Table 6. The Mediating role of “Perception of Procedural
Justice-application” between
“Vertical Communication- Information Sharing” and
“Resistance to Change- routine seeking”
Β t F R Adj R² p
Analysis I 241,802 0.542 0.293
Independent Variable: Ver. Comm.
Information Sharing
0,542 15,550 0.000
Dependent Variable: Perception of Justice-
application
Analysis II 11,041 0.137 0.017
Independent Variable: Ver. Comm.
Information Sharing
-3.323 -137 0.001
Dependent Variable : Resistance to change- routine seeking
Analysis III 11.523 0.195 0.035 0.000
Independent Variable: Ver. Comm.
55. Information Sharing
-0.046 -0,956 0.340
Mediating Variable: : Perception of
Justice-application
-0,166 -3,435 0.001
Dependent Variable: Resistance to
change- routine seeking
The Role of Corporate Communication and Perception of Justice
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Business and Economics Research Journal
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158
3.4.3. The Mediating Role of “Perception of Interactional
Justice” between “Vertical
Communication- Information Sharing” and “Resistance to
Change– Routine Seeking”
“Communication-informational sharing” is the independent
56. variable, “Perception of
Justice factors (interactional justice)” is the mediator and
“Resistance to Change- routine
seeking” is the dependent variable.
• In the first regression analysis, “Communication-informational
sharing” was
regressed on Perception of Justice factors (interactional justice).
The regression
analysis revealed that “Communication-informational sharing”
had a significant
contribution on the prediction of on “ Interactional justice”
(β=.624, p=,000) .
• The second regression analysis was conducted between
“Communication-
informational sharing” and “Resistance to Change- routine
seeing”. The regression
analysis revealed that “Communication-informational sharing”
had a significant
contribution on the prediction of “Resistance to Change- routine
seeking” (β=-3.323,
p=,001).
• The third regression analysis was conducted for the mediating
variable analysis.
57. “Interactional justice” and “Communication-informational
sharing” were entered as
independent variables to examine their contribution on the
dependent variable
(Resistance to Change- routine seeking).
The results showed that “Interactional justice”, which was the
mediating variables, had
a significant effects on “Resistance to Change- routine seeking”
(β=-.230, p=,000))” while the
significant contribution of “Communication-informational
sharing” on “ Resistance to
change” in second regression did disappeared during multiple
regression (β=-.007, p=,891)).
Table 7. The Mediating role of “Perception of Interactional
Justice” between “Vertical
Communication- Information Sharing” and “Resistance to
Change- routine seeking”
Β t F R Adj R² p
Analysis I 370,704 0.624 0.388
Independent Variable: Ver. Comm.
Information Sharing
0,624 19,254 0.000
58. Dependent Variable: Interactional Justice
Analysis II 11,041 0.137 0.017
Independent Variable: Ver. Comm.
Information Sharing
-3.323 -0.137 0.001
Dependent Variable : Resistance to change- routine seeking
Analysis III 15.580 0.226 0.048 0.000
Independent Variable: Ver. Comm.
Information Sharing
0.007 0,137 0.891
Mediating Variable: Interactional Justice -0,230 -4,446 0.000
Dependent Variable: Resistance to
change- routine seeking
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Business and Economics Research Journal
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59. 159
This result showed that “Perception of Justice factors
(interactional justice)” fully
mediated the contribution of “vertical communication-
information sharing” to “resistance to
change- routine seeking”. The results of regression analysis are
presented in table 7.
4. Discussion and Conclusion
Employee reaction to change has been studied from many
different perspectives to
determine how to conduct organizational change successfully
(Armekanis et al., 1993; Dent &
Goldberg, 1999; Chawla & Kelloway, 2004; Van Dam, Oreg &
Schyns, 2008; Oreg & Sverdlik,
2011). Researchers found that several variables influence
employee reactions towards the
change process. In this research, communication and perception
of justice were examined to
understand their impact on employees’ resistance to
organizational change.
Several studies indicated that employees’ negative reactions to
change process would
decrease if there was effective communication within
60. organization. As it was stated by
Barrett (2002), the function of employee communication is
much more than just sending
messages to employees. Effective communication is the glue
that holds an organization
together and during major change that glue must be even
stronger. So, effective
communication reduces employees anxiety related to
uncertainty and improves credibility of
management in organization. Communication also provides
information on how the
intervention will take place and its consequences, which
provides employees a sense of
control over the change process (Neves & Caetano, 2006). As a
result, they become less
resistant to it (Miller, Johnson & Grau, 1994; Wanberg &
Banas, 2000)
The regression analysis showed that communication has a
positive impact on employee
resistance to change. This finding is consistent with the notion
that to be successful in
organizational change efforts, effective communication
activities within the working
environment will support employees’ positive behaviors.
61. In addition, communication has strong relationship with
perception of justice in
organization. When communication is perceived as accurate and
forthcoming by employees,
they are more likely perceive organizational application as fair.
So, researchers conducted
several studies to investigate the importance of effective
communication on organizational
justice perception. For example, Pitts (2006) indicated that
communication had a strong
influence on perception of justice within organization. Daly and
Geyer (1994) found that the
positive effects of communication on the perception of fairness.
The results of these studies
are similar to our finding that there is positive impact of
effective communication on
perception of justice.
Many of the research indicated the positive impacts of effective
communication and
perception of justice on employee resistance to organizational
change initiatives. In this
study, the mediating role of perception of justice between
communication and resistance to
change was examined. The results of analysis showed that
perception of justice has a
62. mediating role between communication and resistance to
change.
This result is in line with the organizational behavior literature.
There are numerous
studies have explored the role of communication and perception
of justice during change
efforts. For example when communication was considered as
timely and provided adequate
information for justification of decision, this effective
communication process significantly
affects the perception of justice within organization (Gopinath
& Becker, 2000; Pitts, 2006).
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Business and Economics Research Journal
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160
Also, the findings of Chawla & Kelloway (2004) have indicated
that effective communication
within the organization will improve perception of justice and
help employees react more
63. favorably towards organizational change. Thus, this research
showed that both
communication and perception of justice would have positive
effects on decrease in
resistance to change. However, effective communication would
create positive outcomes on
employees’ resistance to change process through first enhancing
perception of justice within
organization.
So, it can be concluded that effective communication activities
within the organization
will improve perception of justice in the organization. Then,
high perception of justice will
decrease employee unfavorable behaviors towards change
process and thus employees’
resistance to change will decrease during the change process.
Also, it is interesting to investigate the mediating role of
perception of justice between
communication and resistance to change with factor variables.
The results showed that even
all factors of perception of justice have significant results, only
vertical communication-
information sharing variable played significant role on this
analysis. This result will be
explained by the importance of effective communication within
64. organization. Vertical
communication- information sharing items indicates how
management shares important
information about company with their employees. When
employees receive timely and
useful information about the situation, their perception of
justice within organization will
increase. At this point, employees’ perception of high justice
due to sensitive and respectful
manner communication would increase openness towards
organizational change process. As
a result, perception of justice with all factors would play the
mediating role between vertical
communication-information sharing and resistance to change.
As a result, a number of studies showed that several factors
such as technological
difficulties, lack of time and money investment affect
organizational change implementation
process, but the most important factor is the reaction of
employee towards change efforts.
So, managers should pay significant attention to understand and
predict employees’ behavior
towards organizational change initiatives. As it was stated in
this study, effective
65. communication and perception of justice within organization are
crucial factors in order to
decrease employee’s resistance to change. By means of
effective communication and
perception of justice, employees show favorable behavior
towards change process, thus the
possibility of accomplishing successful change process will be
increased.
There are several limitations regarding this research, with the
major ones regarding
sampling issues. For instance, because the research was in the
form of a self-reporting
survey, it only reflects individual concerns about his or her
workplace environment. In
addition, the scales of this research use subjective measurement,
not objective
measurement. In addition, 75% of data was collected from
employees while 25% was
collected from managers. The sampling size of managers should
be increased for a more
equal sample distribution.
66. N. Saruhan
Business and Economics Research Journal
5(4)2014
161
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Appendix
Table 1. Results of the Factor Analysis for Resistance to
Change
Factor 1: Routine Seeking
Cronbach's Alpha= ,841 Factor Loadings
D11. Often, I feel a bit uncomfortable even about changes that
may
potentially improve my life.
D13. I sometimes find myself avoiding changes that I know will
be good for
me.
D4. I generally consider changes to be a negative thing.
D5. I’d rather be bored than surprised.
80. D10. Changing plans seems like a real hassle to me.
,843
,811
,800
,786
,770
Factor 2: Emotional Reactions
Cronbach's Alpha= ,836 Factor Loadings
D8. When things don’t go according to plans, it stresses me out.
D9. If my manager changed my responsibilities, it would
probably make me
feel uncomfortable even if I thought I’d do just as well without
having to do
any extra work.
,919
,712
Table 2. Results of the Factor Analysis for Communication
81. Factor 1:Vertical Communication- Contribution
Cronbach's Alpha= ,888 Factor Loading
C10. Management gives sufficient opportunities within the
organization
to critically reflect on managerial policies, or to give
suggestions for
improvement
C 8. Management gives opportunity to take part in decision
making
concerning issues involving the organization as a whole
C 11. Management of this organization pays attention to
employees’
suggestions.
C 6. Management takes the initiative to discuss organizational
issues with
the employees.
C 9. Management gives feedback about the work employee do.
0,843
0,825
82. 0,783
0,728
0,655
Factor 2: Vertical Communication- Information Sharing
Cronbach's Alpha= ,895 Factor Loading
C 2. My company gives information about personnel
management
C 1. My company gives information about changes within the
organization
C 3. My company gives information about the overall
performance of the
organization
C 4.My company gives information about the organization’s
strategy .
0,827
0,808
0,805
0,691
83. Factor 3: Horizontal Communication
Cronbach's Alpha= ,823 Factor Loading
C 13. I communicate within my unit informally and for social
reasons
C 14. I communicate with colleagues who are not in my unit
informally and
for social reasons
C 15. I communicate with my collogues in other departments
about non-
business issues
0,845
0,837
0,782
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Business and Economics Research Journal
5(4)2014
84. 166
Table 3. Results of the Factor Analysis for Perception of
Organizational Justice
Factor 1: Interactional Justice
Cronbach's Alpha= ,947 Factor Loadings
IJ3. I was treated with respect
IJ1. I was treated in a polite manner.
IJ2. I was treated with dignity.
IJ4. My manager (and/or any other authority figure) refrained
from improper
remarks or comments.
IJ8.My manager seemed to tailor communications to individuals'
specific
needs
IJ7. My manager communicated details in a timely manner.
85. IJ6. My manager explained the procedures thoroughly.
IJ9. My manager's explanations regarding the procedures were
reasonable.
IJ5. My manager was candid while communicating with me.
0,844
0,831
0,823
0,773
0,765
0,762
0,743
0,735
0,724
Factor 2: Distributive Justice
Cronbach's Alpha= ,897 Factor Loadings
DJ1. My outcomes reflect the effort I put into my work.
DJ4. My outcomes were justified, given my performance
DJ3. My outcomes reflect what I have contributed to the
86. organization
DJ2. My outcomes were appropriate for the work I have
completed.
0,832
0,809
0,797
0,770
Factor 3: Procedural Justice- application
Cronbach's Alpha= ,882 Factor Loadings
PJ4. The procedures were free of bias.
PJ5. The procedures were based on accurate information
PJ7. The procedures upheld ethical and moral standards.
0,788
0,747
0,668
PJ3. The procedures were applied consistently. 0,662
Factor 4: Procedural Justice- participation
Cronbach's Alpha= ,779 Factor Loadings
PJ2. I had influence over the outcomes arrived at by the
87. procedures. 0,860
PJ1. I was able to express my views and feelings during the
procedures 0,802
PJ6. I was able to appeal the outcomes arrived at by the
procedures. 0,660
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