Change readiness of a public hospital as measured by employee change management perceptions
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This study investigates the perceived level of change readiness amongst staff within a major Australian public hospital where management believed the organisation had achieved readiness status. Readiness is an important aspect of successful change management and matching organisational perspectives to actual perceptions is a relevant factor in change implementation. The research used 65 qualitative responses from an employee satisfaction survey across a range of change management issues. Using lexical analysis responses were categorised and further analysis was undertaken in terms employee type (supervisor, nonsupervisor, unspecified) and comment (positive, negative, mixed). The even though the initial survey expressed readiness and success in change management, this research identified that the employees surveyed actually believe that change is not handled in a positive way. Concepts identified were; insufficient communication and time, little opportunity to contribute and poor management implementation strategies. The research identified management development needs such as strengthening employee relationships, increasing participation, communication and consultation, and explaining the organisation need for change.
Conference Proceedings 2007 British Academy of Management
© 2007 British Academy of Management (BAM).This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the conference's website for access to the definitive, published version.