Direct participation of higher education institution employees in the organisational change process: study report
DOI:
https://doi.org/10.12775/EiP.2018.030Keywords
employee direct participation, organizational changes, higher education institutions, cycle of organisational change process, employee resistance to changeAbstract
Motivation: Changes in the organization’s environment require its adjustment through the process of organisational change. For changes to bring expected, positive results, it is recommended that all employees be involved. Employee direct participation is one of the most effective methods of winning them for change and making them favour changes in the form of cooperation, engagement and reduction of resistance. In the literature, there are not too much studies focused on employee direct participation in the organisational change process at universities. Therefore, this area seems to be an interesting research field.
Aim: The objective of this study is to analyse the process of change of organisational structure (number of departments) at a faculty of a higher education institution in the Pomeranian Province, in terms of the direct participation of research and academic staff and teaching staff in this process. The study was conducted using quantitative methods (a questionnaire). The study sample (the faculty and its employees) was selected intentionally due to the usefulness of data sources.
Results: It was found that the selected employees participate in the change cycle in a limited way, with indifference and resistance being main attitudes to that change. Research results suggest that the causes of that state include autocratic style of management on the part of change designers, little time devoted to involve employees in the process, and negative atmosphere caused by staff rotation (dominant internal factor).
References
Cabała, P. (2015). Determinanty sprawności systemu zarządzania zmianą organizacyjną. Zeszyty Naukowe Wydziału Zamiejscowego w Chorzowie Wyższej Szkoły Bankowej w Poznaniu, 17.
Clarke, L. (1997). Zarządzanie zmianą. Warszawa: Gebethner i Sk-a.
Czermiński, A., Czerska, M., Nogalski, B., Rutka, R., & Apanowicz, J. (2001). Zarzadzanie organizacjami. Toruń: Dom Organizatora.
Czerska, M. (1996). Organizacja przedsiębiorstw. Metodologia zmian organizacyjnych. Gdańsk: Wydawnictwo Uniwersytetu Gdańskiego.
Grobelna A., Sidorkiewicz, M., & Tokarz-Kocik, A. (2016). Job satisfaction among hotel employees: analysing selected antecedents and job outcomes: case study from Poland. Argumenta Oeconomica, 2(37).
Grobelna, A., & Marciszewska, B. (2016a). Undergraduate students’ attitudes towards their future jobs in the tourism sector: challenges facing educators and business. In N. Khazieva, & D.Vasilenko (Eds.), Proceedings of the 4th International Conference on Management, Leadership and Governance. London: Academic Conferences and Publishing International Limited Reading.
Grobelna, A., & Marciszewska, B. (2016b). Work motivation of tourism and hospitality students: implications for human resource management. In C. Bagnoli, C. Mio, A. Garlatti, & M. Massaro (Eds.), Proceedings of the 8th European Conference on Intellectual Capital. London: Academic Conferences and Publishing International Limited Reading.
Hodgkinson, A. (1999). Employee involvement and participation in the organisational change decision: Illawarra and Australian patterns. University of Wollongong Working Paper, 99–7.
Igielski, M. (2015). Management system of knowledge workers in the contemporary enterprise. In A.P. Balcerzak (Ed.), Contemporary Issues in Economy. Proceedings of the International Conference on Applied Economics: Management Sciences. Torun: Institute of Economic Research and Polish Economic Society.
Ignyś, A. (2014). Zaangażowanie pracowników w doskonalenie przedsiębiorstw: bezpośrednia partycypacja pracownicza. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, 357. doi:10.15611/pn.2014.357.03.
Kaczmarczyk, S. (1999). Badania marketingowe. Metody i techniki. Warszawa: PWE.
Kizielewicz, J. (2015). Ethical standards for regional authorities in creation of strategy for regional development. In J.C. Rouso (Ed.), Proceedings of the 11th European Conference on Management Leadership and Governance. London: Academic Conferences and Publishing International Limited Reading.
Koźmiński, A., & Piotrowski, W. (2013). Zarządzanie. Teoria i praktyka. Warszawa: PWN.
Moczulska, M. (2011). Bezpośrednia partycypacja pracowników w zarządzaniu przedsiębiorstwem. Możliwości, przesłanki, uwarunkowania. Zielona Góra: Oficyna Wydawnicza Uniwersytetu Zielonogórskiego.
Mowbray, P.K., Wilkinson, A., & Tse, H.H.M. (2015). An integrative review of employee voice: identifying a common conceptualization and research agendas. International Journal of Management Reviews, 17(3). doi:10.1111/ijmr.12045.
Pawlak, J. (2015). Podmiotowość i partycypacja pracowników a zaangażowanie i odpowiedzialność w zespole w sytuacji zmiany. Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie, 8(944). doi:10.15678/znuek.2015.0944.0805.
Radomska, J. (2010). Partycypacja pracowników w zarządzaniu w firmach europejskich, amerykańskich i japońskich. Współczesna Ekonomia, 4(2).
Rees, C., Alfes, K., & Gatenby, M. (2013). Employee voice and engagement: connections and consequences. International Journal of Human Resource Management, 24(14). doi:10.1080/09585192.2013.763843.
Robbins, S. (1998). Zachowania w organizacji. Warszawa: PWE.
Sobka, M. (2014). Zmiany organizacyjne w teorii i praktyce. Lublin: Politechnika Lubelska.
Spodarczyk, E. (2016). The concept of corporate social responsibility in the micro and small enterprise sector. In F. Pinzaru, C. Bratianu (Ed.), Proceedings of the 12th European Conference on Management, Leadership and Governance. London: Academic Conferences and Publishing International Limited Reading.
Strykowska, M. (2010). Psychologiczne aspekty wdrażania zmian organizacyjnych. Organizacja i Kierowanie, 2.
Summers, J., & Hymen, J., (2005). Employee participation and company performance. A review of the literature. York: Joseph Rowntree Foundation.
Szelągowska-Rudzka, K. (2015). Management style as determinant of employees direct participation in ICT industry: case study. In J.C. Rouso (Ed.), Proceedings of the 11th European Conference on Management Leadership and Governance. London: Academic Conferences and Publishing International Limited Reading.
Szelągowska-Rudzka, K. (2016a). Czynniki wpływające na partycypację bezpośrednia pracowników: przegląd literatury. Przegląd Organizacji, 12.
Westhuizen, D.W., Pacheco, G., & Webber, D.J. (2012). Culture, participative decision making and job satisfaction. International Journal of Human Resource Management, 23(13). doi:10.1080/09585192.2011.625967.
Wittig, C. (2012). Employees’ reactions to organizational change. Od Practitioner, 44(2).
Zarębska, A. (2002). Zmiany organizacyjne w przedsiębiorstwie. Teoria i praktyka. Warszawa: Difin.
Downloads
Published
How to Cite
Issue
Section
Stats
Number of views and downloads: 751
Number of citations: 0
