Relevant bibliographies by topics / Organisational restructuring

Academic literature on the topic 'Organisational restructuring'

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Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Organisational restructuring"

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Theron, Anthonie, and Nicole Marguerite Dodd. "Organisational commitment in the era of the new psychological contract." South African Journal of Economic and Management Sciences 14, no. 3 (August 25, 2011): 333–45. http://dx.doi.org/10.4102/sajems.v14i3.100.

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The aim of this study was to investigate organisational commitment in an organisation that had recently experienced organisational restructuring (a merger). The psychological contract that exists between employees and organisations is brittle due to many organisational changes that stem from organisational restructuring. When psychological contracts are breached, employees may experience reduced commitment to the organisation. The target population for this study consisted of all employees working at three recently-merged higher education institutions in the Nelson Mandela Metropolis (n=100) and a self-administered questionnaire was distributed amongst staff. The results indicated that an increase in the number of positive human resource management (HRM) practices reported by respondents correlated with a decrease in violation and breach of the psychological contract, despite organisational restructuring. It was further revealed that effective management of the psychological contract is crucial during organisational restructuring, in order to maintain the commitment and loyalty of employees.
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Kearns, Dan, Paul McCarthy, and Michael Sheehan. "Organisational Restructuring: Considerations for Workplace Rehabilitation Professionals." Australian Journal of Rehabilitation Counselling 3, no. 1 (1997): 21–29. http://dx.doi.org/10.1017/s1323892200001587.

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Organisational restructuring is a pervasive strategy employed by organisations in Australia in response to changes in market competition and/or policy directives. Such restructuring often involves staff redundancies and increased demands on the remaining employees. This paper identifies important issues for workplace rehabilitation programs in response to this phenomenon of organisational restructuring. The paper notes the impact of organisational restructuring on clients in workplace rehabilitation programs and the types of issues rehabilitation professionals are likely to face at this time. A particular focus is the aspect of managerial behaviour during the process of change and the paper reports from a range of studies on employee well-being, managerial bullying and coercion in the context of organisational restructuring. Considerations for the rehabilitation professional include the need to understand communication issues, identify those at risk, and maintain the natural supports during the change program. Suggestions are given for convenors of workplace rehabilitation programs to actively collaborate with the human resource function of the organisation and disability management is outlined as a useful example of such strategies.
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Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (January 2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.

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This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeace's campaigning strategy and has been embraced at both a strategic and operational level. The emergence of a collaborative communications paradigm has necessitated a level of organisational introspection evidenced in both changes in the organisation's strategic planning processes and changes to the organisational structure.
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Petkovic, Mirjana. "Redizajn organizacije preduzeca u javnom sektoru." Ekonomski anali 44, no. 158 (2003): 45–79. http://dx.doi.org/10.2298/eka0358045p.

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This paper addresses factors, parameters and organisational structure model of public companies. The premise is that public companies have massive, inefficient and expensive organisation due to conditions (contingent factors) influencing operations; with changes in conditions their organizational structure will unavoidably change. As a possible solution for organisational redesign of public companies network forms are suggested. Two possible forms of big companies restructuring and four levels of thinning of public companies organisations are described.
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Brand, H. E., and J. Wilson. "The impact of organisational restructuring on organisation climate and employee attitudes." South African Journal of Economic and Management Sciences 3, no. 1 (March 31, 2000): 97–108. http://dx.doi.org/10.4102/sajems.v3i1.2601.

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This study investigated the impact of an organisational restructuring intervention on the climate of an organisation and the attitudes of its employees. An organisation climate and employee attitude questionnaire were used as measuring instruments. A convenience sample was used, comprising all personnel of the specific organisation. Results show that the restructuring did in fact influence the organisation climate and affected employee attitudes. Recommendations based on the results of and experiences gained from the study, are that effective communication should be seen as having a direct influence on successful organisation restructuring and that an effective performance management system is essential in providing employees with opportunities to measure own performance against organisation performance standards during a period of restructuring and change.
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Dutta, Mridul. "Organisational restructuring of Indian Railways." Case Studies on Transport Policy 10, no. 1 (March 2022): 66–80. http://dx.doi.org/10.1016/j.cstp.2021.11.005.

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Mishin, Yu V., and A. Yu Mishin. "Main directions of production diversification and restructuring in the Russian Defence Industry Complex." E-Management 4, no. 4 (January 28, 2022): 35–46. http://dx.doi.org/10.26425/2658-3445-2021-4-4-35-46.

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The purpose of the article is to specify the proposals of the President of the Russian Federation on diversification and restructuring of production for the financial recovery of enterprises and organisations of the Russian Defence Industry Complex in terms of preparing proposals on procedures and tools for determining the optimal range of high-tech civilian products.The methodological basis of the approach proposed in the article is the specificity of the organisation of the production of defenсe products. The use of production and technological specialisation has been proposed as the main principle for developing a market organisational structure for managing a diversified defenсe enterprise.The comparative analysis of the specifics of military and civilian production's organisation have been carried out, and their fundamental differences have been revealed. The recommendations on the choice of optimal range of civilian products being mastered, have been given. The basic principles of building a market organisational structure for managing a diversified production and economic complex have been proposed. Based on this, a typical version of the structure has been presented.Diversification of modern production in the defence complex is a rather long-term labor-intensive and capital-intensive process. The proposals presented in the research paper will allow, especially at the initial stage of its implementation, to optimise the amount of state support through the correct choice of priority areas and projects for the production of high-tech civilian products, and the transition to a new organisational structure. All this will contribute to saving limited budgetary funds and to carrying out the necessary organisational and structural changes in the industry.
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Dzwigol, Henryk. "The concept of the system approach of the enterprise restructuring process." Virtual Economics 2, no. 4 (October 27, 2019): 46–70. http://dx.doi.org/10.34021/ve.2019.02.04(3).

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The article presents methodical requirements for the restructuring programme in the context of strategic management and the shaping of strategic forms. The author described the corporate restructuring model as a basis for transformations designed to achieve a knowledge-based organisation. The author attempted to address the following question: How should the knowledge management model be perceived in modern companies? Furthermore, the importance of organisational forms in the corporate restructuring process was underlined. The restructuring process should be carried out on the basis of specific restructuring objectives resulting from the scope of changes.
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Kitana, Abdelkarim Fuad. "Transformational and Transactional Leadership Styles on Organisational Change in the United Arab Emirates." Indian-Pacific Journal of Accounting and Finance 3, no. 3 (July 1, 2019): 27–37. http://dx.doi.org/10.52962/ipjaf.2019.3.3.78.

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Leaders play essential roles in developing an organisation. The underlying factors of the organisational mechanism, such as process-oriented systems, motivation, and vision, are provided by the leader. Therefore, the study aims to identify and examine the role of transactional and transformational leadership styles in the organisational change process. The researcher believes that those styles of leadership are essential in achieving a positive change in organisations. A focus group session of 120 participants, consisting of subordinates and employees from varying and diverse organisational backgrounds, has been conducted and the study found that certain leadership qualities and attributes are valued over others. Transactional and transformational leadership styles need to be integrated for the success of the organisation. Their association and relationship with factors such as organisational knowledge management, attitudinal and perceptual changes in employee perspectives, cultural changes, development in productivity and efficiency are also among the factors of organisational success. This paper looks at how the leadership styles are associated with each other, along with the reasons why each of these styles might be relevant in their way depending upon circumstances and organisational objectives concerning change and restructuring. The study showed that employees in the private sector prefer the transformational style rather than the transactional style.
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Verma, DR Vinnie, and DR Kamlesh Misra. "Organisational Restructuring for the Next Millennium." Paradigm 3, no. 2 (July 1999): 1–11. http://dx.doi.org/10.1177/0971890719990202.

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Dissertations / Theses on the topic "Organisational restructuring"

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Grootboom, Linda Henry. "Labour law implications of organisational restructuring." Thesis, University of Port Elizabeth, 2003. http://hdl.handle.net/10948/303.

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It is beyond debate that each job lost due to restructuring means a lost taxpayer, and hence lost tax revenue, more poverty and increased crime. South Africa and the world at the large have to deal with this problem head – on in view of the acute need to better the lives of people and encourage investment. Technological advancement should be embraced and used to benefit people and stimulate economies, and that is further challenge in its own right. In Chapter 8 of the White Paper on Transformation of the Public Service dated 15 November 1995 (hereinafter, the White Paper), it is said that: “The Government of National Unity has embarked upon a concerted and comprehensive programme of administrative restructuring and rationalisation (my emphasis) with the object of: (a) Creating a unified and integrated service. (b) Creating a leaner and more cost-effective service.” Various strategies are listed in the White Paper, and the fundamental approach advocated is to right size, adjust remuneration structures, retrench and contract – out services.
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Lane, Simon. "Systems analysts and the restructuring of work." Thesis, University of South Wales, 1997. https://pure.southwales.ac.uk/en/studentthesis/systems-analysts-and-the-restructuring-of-work(25d25c3e-8611-4d6c-a24f-cf7da70516b3).html.

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This thesis sets out to examine contemporary organisational restructuring. In particular it documents and examines the role of engineers and systems analysts in designing and delivering new technologies and work systems. On the basis of fieldwork observations and detailed cross sectoral interviewing of over three hundred personnel in over sixty organisations, the thesis documents the kind of restructuring that is taking place and who is involved in the process. Whilst examining the role of trade unions, management and engineers within this process of restructuring the key focus is systems analysts - who hitherto, have remained a largely uncharted and under-researched group of workers. Through fieldwork, interviews and literature reviews the thesis highlights who systems analysts are and what is involved in the process of systems analysis and design. The thesis, First, documents and offers a critical assessment of the process of business restructuring and some of the key attempts to theorise this process. Second, it documents and examines a series of methods, values and techniques which constitute a design culture, or referral point, from which engineers and analysts interpret what is in the organisations interest, make sense of their own work, pass judgement on their designs and assess their relationships to others involved in the design process. Third, through an analysis of the tools and techniques used for systems analysis and design the thesis demonstrates that there is a profound contradiction between, on the one hand, attempts to develop tools and techniques to more accurately embody the social in the technical and, on the other hand, the influence which prevailing property relations and configurations of power have on the tools and techniques used in systems design. This influence is manifest in the continued existence of a software bottleneck and in system failure and user dissatisfaction. Fourth, the thesis highlights the nature of union involvement in the design process and demonstrates some of the key issues and concerns unions face in the 1990s. Finally, the thesis assesses a number of key attempts to analyse the class position of' intermediate strata' and demonstrates, on the basis of fieldwork studies and interviews the class position of engineers and systems analysts and how this influences the types of technologies and systems these groups design.
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Mealor, Tony UNSW. "Catalysts, Continuity and Change: Workplace Restructuring in the Chemical Industry." Awarded by:University of New South Wales, 1999. http://handle.unsw.edu.au/1959.4/17030.

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The thesis describes and analyses a long-term transformative change program conducted at ICI (Australia) Botany Site between the years 1987 - 1997. The change program is unusual in that, after a massive and destructive confrontation between management and the unions, a new collaborative approach to change was developed which led to significant organisational renewal. Change interventions developed in the program have diffused through Australian industry over the decade. The program is analysed within the framework of a theoretical model which describes a path taken towards achieving a capable organisation which can sustain productive performance. The thesis uses evidence from the case to investigate issues of management style, governance, flexibility, 'bundled interventions', productivity, work organisation, downsizing, reward systems, skills acquisition and self-managed teams. A theoretical model of organisational change is developed which suggests how the treatment of these contingencies can lead to organisational capability.
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Bortey, Emmanuel Borlabi. "Organisational restructuring and change management : a case study of the restructuring of the Christian Council of Ghana." Thesis, Oxford Brookes University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324094.

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Sawers, Andrew Campbell. "The Effects of Perceived Supervisor Support, Organisational Justice and Change Management Strategies in the Context of Organisational Restructuring." Thesis, University of Canterbury. Psychology, 2011. http://hdl.handle.net/10092/5324.

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This study sought to further our understanding of the antecedents of employee perceptions of organisational justice in the context of organisational restructuring. As such, this study focussed on the previously under-researched change management practices of support for downsizing victims and organisational communication quality, and the similarly under-researched organisational justice dimensions of interpersonal and informational justice, while also hypothesising a moderating effect of perceived supervisor support between these two sets of variables. Using an online survey, a total of 234 employees from a large New Zealand organisation in the Education sector were invited to participate in the study, with 71 volunteering to complete the online survey. The results showed no moderating effects of perceived supervisor support, but did show strong, significant main effects of victim support and communication quality on both interpersonal and informational justice. These findings highlight the importance of change management practices in maximising positive outcomes post-restructuring for the organisation and its employees.
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Sitlington, Helen. "Impact of downsizing, restructuring and knowledge sharing on retention of knowledge in organisations : implications for organisational effectiveness." Thesis, Curtin University, 2008. http://hdl.handle.net/20.500.11937/1092.

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This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed.Conclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change.Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes.
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Sitlington, Helen. "Impact of downsizing, restructuring and knowledge sharing on retention of knowledge in organisations : implications for organisational effectiveness." Curtin University of Technology, Curtin Graduate School of Business, 2008. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=18868.

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This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed.
Conclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change.
Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes.
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Nober, Michelle. "The effects of workplace restructuring on job satisfaction." University of the Western Cape, 2014. http://hdl.handle.net/11394/4727.

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Masters in Public Administration - MPA
This study has been conducted before when the company in question underwent a restructuring (name change) but did not threaten the loss of jobs. This study is being conducted again because another restructuring has taken place over the period of 2011/2012 and involved the retrenchment of employees nationally. The company represented in the study is one of the largest cleaning companies in South Africa and has a very broad and influential client base. They are in high demand in the cleaning industry and have positively impacted many companies and organisations over their many years of existence. Because of the magnitude of the workplace restructuring this time around, more people have been affected (both those who were retrenched as well as those who were left behind). According to Vermeulen, 2002, “Downsizing” is a term that emerged in managerial circles and was used in the business press, but no precise theoretical formulation underpins any clear definition of the term. When hearing the term downsizing, one often will use this together with the term “laying-off” interchangeably. However, some authors will focus on different elements of downsizing for example in reporting on a comprehensive study of downsizing in American industry, Cameron, Freeman and Mishra (1993) limited the term's use to a programme which is an intentional process. This process involves an overall reduction in personnel with a view to improving the efficiency of the organisation. The process wittingly or unwittingly affects work processes at the organisation concerned. According to Hellgren, et al (2005), the attitudinal constructs investigated in this study were job satisfaction, job involvement, organisational commitment, and turnover intention. Job satisfaction represents a general affective response to the overall job situation. Following Locke (1976, p. 1300), we define job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience”. ...employees who survived downsizing were likely to experience high levels of stress and decreased levels of organizational commitment and motivation. These individuals are often known as the "victims" of downsizing due to research that documents the devastation of job loss, focusing on negative consequences in terms of psychological and physical well-being (Bennett, Martin, Bies, & Brockner, 1995; Cappeili, 1992; Fallick, 1996; Leana & Feldman, 1992). This study inevitably aimed to prove that workplace restructuring very well has an effect or impact on an employee’s job satisfaction, whether these effects were positive or negative. The findings of the study highlighted significant positive correlations between the two variables and highlights strong relationships between employees’ career advancement opportunities and job satisfaction; trust and job satisfaction, communication and job satisfaction, as well as employee commitment and loyalty and job satisfaction whereas trust (2) or employee morale seem to have no significant relationship with job satisfaction.
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Vundla, Wendy Thembie. "The impact of an organisational restructuring exercise on the wellness of middle managers in a mining company." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/25228.

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The workplace of today is global, fast paced and under intense pressure to stay competitive and achieve financial results. This makes change an inevitable part of any organisation because in order to survive and thrive in this environment organisations need to continuously change and re-invent themselves. This study was conducted in a mining company and the industry has been one of the biggest contributors to the South African economy for over a century. There have been many changes and developments within the mining industry over the years. The mining industry has also experienced a lot of transformational activities such as mergers, acquisitions, downsizing and restructuring. During these changing and uncertain times it is important to pay special attention to the employees in the organisation as people still remain the most important asset in any organisation. Change can be a pleasant or traumatic experience for people and this makes it important to ensure that with all changes to the work environment employees are well looked after and their wellbeing is maintained. Employee wellness has been a subject of much interest for many years and it has been found that organisations that invest in the wellness of their employees have greater benefits and are more successful at managing change. This study was conducted to investigate the impact of a restructuring exercise on the wellness of middle managers. The study aimed to determine the impact/effect of a restructuring exercise on employee wellness in a sample of employees in the middle management category. This research investigated possible wellness factors that were impacted on during this organisational restructuring exercise. Three wellness dimensions were looked at and these included: physical, mental and social dimensions of wellness. The intention is to use the information collected as guidelines in the development of future employee wellness programs, taking into account change management and how to better handle it. A qualitative approach was followed and employees from a mining company were asked to participate in the study. Data was collected firstly through the use of an open ended questionnaire and thereafter two focus groups were conducted. The focus group sessions were recorded and the data was transcribed. A process of coding was used to analyse and get the central themes from the data. In conclusion the results indicated that the restructuring exercise had a significant impact on the wellness of middle managers. The general responses were negative and indicated that people’s wellness was definitely impacted on. The key themes and sub themes that emerged across all dimensions were grouped into the following: communication, trust, personal health management (nutrition, physical health and fitness and sleeping habits), mental wellbeing (stress and anxiety, morale, uncertainty), workplace environment and social status. The role of managers/leaders was seen as key during this process. Also it was clear that the development and implementation of relevant wellness programs was important to manage employee wellness during such activities. Therefore recommendations and strategies for managing change and wellness offered in this study take into account the responses from the participants and the key issues identified. This study was conducted in a specific organisation with a limited number of participants from the Corporate Office and therefore the findings should not be generalised to other middle managers in other organisational contexts without a degree of caution. Another important limitation to consider is that this research was taken at a specific time during this restructuring exercise. The negative responses could have been influenced by the timing of this research, in that, although there was a lot of communication pertaining to the changes envisaged to employees, there however were no final decisions made or implemented yet. Employees were in a waiting period and they did not know what was going to be the extent of the impact of these changes on them. A recommendation is that this research is undertaken at a later stage when all changes are implemented. In this case this was however not possible due to a time factor from the researcher’s side and delays within the organisation.
Dissertation (MCom)--University of Pretoria, 2012.
Human Resource Management
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Salie, Ricardo. "The relationship between organisational commitment and turnover intentions during a restructuring process in a hospitality environment." University of the Western Cape, 2015. http://hdl.handle.net/11394/5014.

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Magister Commercii (Industrial Psychology) - MCom(IPS)
Set against the tenuous relationship between government (public sector), organisations (private sector) and trade unions, employees’ commitment to the success of their respective organisations are of utmost importance. Heugens and Schenk (2004) maintains stakeholders may oppose restructuring efforts as invariably some constituencies will be likely to lose a strategic advantage as a result of drastic change such as a restructure. This reality has resulted in these stakeholders having to find a common ground to ensure economic competitiveness and longevity of South African organisations. Where this common ground has been elusive, organisations need to find the balance between profitability, environment and its people. According to the King III Report (2009, as cited in Du Plooy & Roodt, 2013) this is referred to as the triple bottom line that is profit, planet and people, which are integrally linked to employee turnover and organisational strategy. Organisational commitment is a key factor to success for organisations in order to obtain and maintain a competitive advantage. Coetzee and Botha (2012) posit that organisations in today’s competitive world require each employee to be committed to the organisation’s objectives and function as an effective team. A competitive advantage is needed to achieve high performance (Nienaber & Masibigiri, 2012). The working world has evolved from one where job security is no longer as prevalent as it used to be. Consequently and understandably, employees’ commitment to their organisations has diminished. Organisations are required to now investigate, understand and put measures in place to grow employee commitment in order have a successful business operation. This study intended to primarily establish whether a relationship exists between organisational commitment and turnover intentions amongst employees in an organisation undergoing restructuring. Additional variables namely age and tenure were used to establish if these variables have any bearing on levels of organisational commitment. The matter of organisational restructuring may act as an antecedent variable to both organisational commitment as well as turnover intentions. An organisational restructuring is likely to have a negative effect on employees’ organisational commitment. Thus, the affective commitment, continuance commitment and normative commitment of employees were also contrasted with turnover intentions. Correspondingly, news of an impending restructure may serve to increase employees’ intentions to terminate employment with the organisation. The sample included 144 respondents (n = 144) from an organisation within the hospitality industry. A method of non-probability, convenience sampling was utilised due to the nature of the study. A Biographical Questionnaire, Organisational Commitment Questionnaire and Turnover Intention Questionnaire were utilised for data collection purposes. The biographical questionnaire aimed to elicit among others important details such as gender, race, age, marital status, qualifications, language preferences and years of service were used for statistical purposes. Once the information was collected, the Pearson data analysis technique and Analysis of Variance technique were used to establish the relationships and differences between the respective variables under investigation. The results in the study indicate that significant inverse relationships exist between organisational commitment and turnover intentions. Significant differences were found in organisational commitment based on age and tenure. Similar statistically significant differences were discovered in turnover intentions according to employees’ age and tenure. Affective, continuance and normative commitment exhibited significant relationships with turnover intentions. The study in closing makes reference to the limitations experienced in the study as well as recommendations for future research especially on organisational commitment and turnover intentions of employees within a restructured or restructuring environment.
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Books on the topic "Organisational restructuring"

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Poon, Teresa S. C. The impact of organisational restructuring on personnel function. [s.l.]: typescript, 1987.

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Bortey, E. B. Organisational restructuring and change management: a case study of the restructuring of the Christian council of Ghana. Oxford: Oxford Brookes University, 1997.

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Papanastassiou, Marina. Decentralisation of technology and organisational restructuring in the multinational enterprise (MNE) group. Reading, England: University of Reading, Dept. of Economics, 1995.

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Clark, Ed. Organisational restructuring in the Czech republic: Social and welfare provision in privatising enterprises. Nottingham: Nottingham Business School, 1994.

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Institute for Social and Economic Change, ed. Urban governance and organisational restructuring: The case of Bruhat Bangalore Mahanagara Palike (BBMP). Bangalore: Institute for Social and Economic Change, 2014.

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The changing Soviet system: Mono-organisational socialism from its origins to Gorbachev's restructuring. Aldershot, Hants, England: E. Elgar Pub., 1990.

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Dietrich, Michael. Explaining capitalist economic restructuring: An input-output analysis of organisational change in the European Union. Sheffield: Political Economy Research Centre, 1996.

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Spencer, Donovan W. A study of planned organisational change through the process of restructuring at a mixed secondary comprehensive school. [Guildford]: [University of Surrey], 1998.

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Johnston, Margaret. Crucial issues in the implementation of organisational change: A case study of restructuring in a further education college. [s.l: The Author], 1995.

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Kahmann, Marcus. Changes in national trade union structures: Organisational restructuring by mergers in Central and Eastern Europe, Germany, the U.K. and Australia. Bruxelles: European Trade Union Institute, 2003.

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Book chapters on the topic "Organisational restructuring"

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Milner, Susan. "Organisational Restructuring and Employment Relations." In Comparative Employment Relations, 143–71. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-35369-6_7.

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Halford, Susan, Mike Savage, and Anne Witz. "Organisational Change and Career Restructuring." In Gender, Careers and Organisations, 107–53. London: Macmillan Education UK, 1997. http://dx.doi.org/10.1007/978-1-349-25562-7_4.

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Newell, Helen, and Caroline Lloyd. "Pharmaco: Organisational Restructuring and Job Insecurity." In Human Resource Management in Context, 177–93. London: Macmillan Education UK, 2002. http://dx.doi.org/10.1007/978-1-349-91364-0_9.

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Braithwaite, Jeffrey, Mary T. Westbrook, Donald Hindle, and Rick A. Iedema. "Hospital Sector Organisational Restructuring: Evidence of Its Futility." In Organizing and Reorganizing, 33–45. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230583207_3.

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Thekedam, Joseph Sebastian. "Leadership and Effective Integration of Information and Communication Technology for the Age of Restructuring." In Organisational Flexibility and Competitiveness, 153–63. New Delhi: Springer India, 2014. http://dx.doi.org/10.1007/978-81-322-1668-1_11.

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Heinecken, Lindy. "The New Security Environment: Shifting Mission Priorities and Organisational Restructuring." In Advanced Sciences and Technologies for Security Applications, 19–36. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-33734-6_2.

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Schenk, H. "Organisational Economics in an Age of Restructuring, or: How Corporate Strategies Can Harm Your Economy." In Multidisciplinary Economics, 333–65. Boston, MA: Springer US, 2005. http://dx.doi.org/10.1007/0-387-26259-8_29.

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Halford, Susan, Mike Savage, and Anne Witz. "Restructuring Organisations, Changing People." In Gender, Careers and Organisations, 64–106. London: Macmillan Education UK, 1997. http://dx.doi.org/10.1007/978-1-349-25562-7_3.

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Thompson, Paul, and David McHugh. "Work Systems: Restructuring the Division of Labour." In Work Organisations, 216–32. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-08842-0_15.

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Papmehl, André. "Restructuring and Capital Organisation: an Interim Manager’s Practical Experiences." In Deutsches Arbeitsrecht für ausländische Investoren | German Labour Law for Foreign Investors, 125–34. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-17107-0_12.

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Conference papers on the topic "Organisational restructuring"

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Domnik, Jan, and Alexander Holland. "On Data Leakage Prevention And Machine Learning." In Digital Restructuring and Human (Re)action. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.4.2022.45.

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An analyst in the field of Data Leakage Prevention (DLP) usually inspects suspicious file transfers which are called events. First of all, the data in question is classified. Then, the context of the transfer is determined. After this, the analyst decides whether the transfer was legitimate or not. This process is widely known as triage. It is monotonous, costly and resourceintensive. Therefore the following question arises; could modern DLP-Software utilize machine learning algorithms in order to automate the triage process? Further, this begs the question, which structural and organisational processes are necessary inside an organisation to automate that process. In this case, it could significantly enhance the quality of DLP practices and take work from the much needed human resources in the field of IT security. Further, DLP systems (today usually used in bigger organisations) could become more attractive and more specifically affordable for small- and medium-sized organisations.
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Smith, Derek, Alan Wenger, and Yokow Quansah. "The effects of organisational restructuring on “survivor” stress in information systems professionals." In the 1998 ACM SIGCPR conference. New York, New York, USA: ACM Press, 1998. http://dx.doi.org/10.1145/279179.279218.

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Gaheyr, Asha, Anand Sheombar, and Pascal Ravesteijn. "Comparison of BPM Maturity and Performance of the Dutch Department of Defence With Other Sectors." In Digital Restructuring and Human (Re)action. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.4.2022.41.

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This study investigates the Business Process Management (BPM) maturity and process performance of the Dutch Department of Defence (DDoD). Like any other organisation, defence departments use BPM to manage their daily business processes. Despite using BPM, the organisation has never undertaken the initiative to analyse its BPM Maturity level and process performance. This paper presents the first results of such a study and compares this to similar military organisations, non-profit organisations and other organisations in the private sector. The DDoD BPM Maturity index score of 2.66 is similar to that of peer organisations. The study provides some suggestions for research and practical implications for further Business Process Maturity development of the DDoD organisation.
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Clarke, Roger. "A Reconsideration of the Foundations of Identity Management." In Digital Restructuring and Human (Re)action. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.4.2022.1.

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There is widespread recognition that, during the process of digitalisation, much greater care is necessary in relation to the needs of individuals and society. One key area in which tensions exist is identity management. People think that their identities are intrinsic to themselves. Yet organisations represent themselves as 'provisioning' people with their 'identities'. In addition, the model of identity that organisations typically use evidences some important deficiencies. A fresh approach is needed to the model that underpins organisations' management of their relationships with people. This needs to be based on a deeper appreciation by designers of the nature of the phenomena that they seek to document and to exercise control over. A model of those phenomena is needed that is pragmatic, in the sense of fulfilling the needs of information systems (IS) practitioners and organisations, but also of the people whose data the organisation handles. It also needs to reflect metatheoretic insights. This paper presents such a model. It commences by drawing on ontology, epistemology and axiology in order to establish an outline metatheoretic model. The model is articulated, at the conceptual level and at the data modelling level. Initially, a relatively simple model is established, sufficient for inanimate objects and artefacts. The more complex requirements of humans are then addressed. It is contended that the resulting model provides a robust framework for identification and authentication in IS.
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de Kruif, Sandra, Guido Ongena, and Marlies van Steenbergen. "Data Science in Government Agencies: The Challenge of Deployment and Operation." In Digital Restructuring and Human (Re)action. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.4.2022.29.

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Despite the numerous business benefits of data science, the number of data science models in production is limited. Data science model deployment presents many challenges and many organisations have little model deployment knowledge. This research studied five model deployments in a Dutch government organisation. The study revealed that as a result of model deployment a data science subprocess is added into the target business process, the model itself can be adapted, model maintenance is incorporated in the model development process and a feedback loop is established between the target business process and the model development process. These model deployment effects and the related deployment challenges are different in strategic and operational target business processes. Based on these findings, guidelines are formulated which can form a basis for future principles how to successfully deploy data science models. Organisations can use these guidelines as suggestions to solve their own model deployment challenges.
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Drnovšek, Rok, and Uroš Rajkovič. "Decision Support for Risk Management in Healthcare Organisations." In Digital Restructuring and Human (Re)action. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.4.2022.46.

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Poor quality of healthcare is a cause of needless mortality. Therefore, quality management in healthcare organisations is an important component of modern clinical practice. This paper focuses on risk management and, in response to flaws of the current approach, presents a novel strategy to improve risk level evaluation in healthcare organisations. A multi-attribute decision model for evaluating the level of risk in healthcare organisations was developed using the DEX method. The decision model addresses the shortcomings of the currently accepted and commonly used risk matrix approach. The developed model strives towards improved resolution and decreased bias of evaluators, to provide a transparent and objective method of evaluating the level of risk in healthcare organisations. It consists of eleven basic and seven aggregate attributes that are hierarchically structured and related with predetermined simple if-rules. The evaluated level of risk is derived from two main aggregated attributes based on the existing risk matrix - probability and severity of impact. The main advantage of the presented decision-making model is the consideration of various aspects of risks to promote a holistic, transparent and objective risk evaluation process.
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Svensson, Daniel, and Johan Malmqvist. "Strategies for Product Structure Management in Manufacturing Firms." In ASME 2000 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/detc2000/cie-14607.

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Abstract Product structure management (PSM) is a process that affects many different disciplines in a company. Different disciplines have different demands on the decomposition of the product structure and the functionality of the information systems used. Different disciplines therefore often work in different information systems. If several information systems to some extent contain the same information, it is important that the information is updated in all systems if it is changed. Since PSM is a change intensive activity, it is difficult to perform PSM in an environment consisting of several different information systems. There is a need for strategies for PSM that considers all relevant aspects of an information system, such as the process it supports, the information handled, the information systems used and the organisation. This paper discusses different disciplines requirements on the product structure based on a case study at an automotive manufacturing firm. The paper proposes strategies for PSM that can be used as a guide and for categorisation when analysing the information system before restructuring and/or introduction of new systems.
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