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Journal articles on the topic 'Workplace Change'

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Published: 4 June 2021

Last updated: 29 January 2023

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1

Klag, Malvina, Karen J. Jansen, and Mary Dean Lee. "Contemplating Workplace Change." Journal of Applied Behavioral Science 51, no. 1 (December 29, 2014): 36–70. http://dx.doi.org/10.1177/0021886314564013.

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2

Justice, Sean, Emily Morrison, and Lyle Yorks. "Enacting Reflection: A New Approach to Workplace Complexities." Advances in Developing Human Resources 22, no. 3 (June 11, 2020): 320–32. http://dx.doi.org/10.1177/1523422320927300.

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The Problem Change has changed, and workplaces are grappling with new complexities and ambiguities. Human resource development (HRD) scholar-practitioners are called upon to help workplaces learn to navigate these changes; however, traditional approaches have limited utility when dealing with dynamic, emergent change. To address these limitations, scholars have proposed adopting enactive approaches that are rooted in systems thinking and complexity theories, but there is limited understanding of what this means in HRD practice. The Solution This article explores HRD responses to change from an enactive perspective. Enactivism suggests that people create their context through engagement with physical and social environments. From this perspective, reflection is not necessarily “on” experience, as if somehow separate from it. Rather, reflection is active engagement in, by, and through experience. This article aims to expand theoretical understanding and practical applications of enactivism in workplace learning. The Stakeholders HRD scholar-practitioners seeking new options for navigating workplace learning complexities.

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3

Wenzelmann, Felix, Samuel Muehlemann, and Harald Pfeifer. "The costs of recruiting apprentices: Evidence from German workplace-level data." German Journal of Human Resource Management: Zeitschrift für Personalforschung 31, no. 2 (January 16, 2017): 108–31. http://dx.doi.org/10.1177/2397002216683863.

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In this article, we use workplace-level data to analyse the costs of filling an apprenticeship vacancy in Germany. We find that such recruitment costs amount on average to €600 per hire (almost one month’s pay of an apprentice or approximately 1–2 % of a workplace’s training expenditures), but costs are heterogeneous across workplaces and vary strongly by training occupation. Our results suggest that a high degree of competition among training workplaces in the region is associated with an increase in recruitment costs. Furthermore, we find that workplaces with a works council or an investment-oriented training strategy incur higher recruitment costs. Our results are important in light of the increasing competition for talented school leavers induced by demographic change.

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Hochner, Arthur, Frank Lindenfeld, and Joyce Rothschild-Whitt. "Workplace Democracy and Social Change." Industrial and Labor Relations Review 38, no. 2 (January 1985): 299. http://dx.doi.org/10.2307/2523855.

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5

London, Jeanette. "Employees' perceptions of workplace change." Australian Health Review 24, no. 4 (2001): 128. http://dx.doi.org/10.1071/ah010128a.

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Change is endemic, but it creates fear in the workplace. In this study, five people from a health care organisation were interviewed to gain a better understanding of their concerns in the workplace. Each person regarded the effects of workplace change somewhat differently in variety and intensity but in general terms they all identified two major spheres of influence. Each sphere represents a complex dynamic relationship of several effects. The first, which is at an individual level, includes feelings and attitudes, and behavioural, psychological and social effects. The second, which is at an organisational level, includes culture, leadership, decision making and strategy implementation. Communication and education were viewed as key elements that facilitated the change process. In the surveyed organisation, service closure was viewed as the overriding concern that dominated most participants' perceptions of change. Additional research is required to ascertain if this model can be generalised to other workplace environments.

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6

Germain, Marie-Line, and Robin S. Grenier. "Facilitating workplace learning and change." Journal of Workplace Learning 27, no. 5 (July 13, 2015): 366–86. http://dx.doi.org/10.1108/jwl-03-2013-0017.

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Purpose – This study aims to describe the lectores (readers) who read the world news and works of literature to workers in pre-World War II cigar factories in Tampa, Florida, and in New York City. The paper addresses the need for more examination of some neglected aspects of workplace learning by presenting a more critical approach to workplace learning as a form of social change. It also focuses on the importance of the lectores’ role as facilitators of workplace learning and leaders of change. Design/methodology/approach – The paper is based on a qualitative analysis of archival data from libraries and research centers located in New York City and in Miami, Florida. Findings – Through the lectores, cigar factories were a place where workplace learning, organizational and social change occurred daily. As leaders, the lectores were radical agents of change and created affordances that shaped the factory workers’ workplace and personal learning. The discussion explores the dynamics between the lectores and the cigar workers. Practical implications – Findings from this study demonstrate that developing employees is not limited to elevating their knowledge and skills needed to increase productivity and organizational performance. As self-actualized employees are better contributors to organizations, they, along with facilitators of learning, must care about what workers intrinsically need and explicitly demand. The findings speak to the multifaceted nature of workplace learning, one that encompasses skill acquisition and one that transforms workers. In essence, learning facilitators elicit change. Originality/value – The research literature on workplace learning in the early part of the twentieth century in the USA is rare. This historical data-driven examination of the lectores and their role in factories presents a unique opportunity to focus on issues of social justice that are largely absent from human resource development discourse.

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7

Delbridge, Rick, and James Lowe. "Introduction: workplace change and HRM." International Journal of Human Resource Management 8, no. 6 (January 1997): 759–63. http://dx.doi.org/10.1080/095851997341306.

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8

Fojt, Martin. "Managing change in the workplace." Management Decision 34, no. 5 (May 1996): 1–68. http://dx.doi.org/10.1108/00251747199600001.

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9

Garcia, Angela Cora, Mark E. Dawes, Mary Lou Kohne, Felicia M. Miller, and Stephan F. Groschwitz. "Workplace studies and technological change." Annual Review of Information Science and Technology 40, no. 1 (September 28, 2007): 393–437. http://dx.doi.org/10.1002/aris.1440400117.

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10

Alexander, Michael, John Burgess, Roy Green, Duncan Macdonald, and Suzanne Ryan. "Regional Workplace Bargaining: Evidence From The Hunter Workplace Change Survey." Labour & Industry: a journal of the social and economic relations of work 6, no. 3 (October 1995): 113–26. http://dx.doi.org/10.1080/10301763.1995.10669147.

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11

Pham, Cong Tuan, Chiachi Bonnie Lee, Thi Lien Huong Nguyen, Jin-Ding Lin, Shahmir Ali, and Cordia Chu. "Integrative settings approach to workplace health promotion to address contemporary challenges for worker health in the Asia-Pacific." Global Health Promotion 27, no. 2 (April 3, 2019): 82–90. http://dx.doi.org/10.1177/1757975918816691.

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Workplaces in the rapidly industrializing Asia-Pacific region face growing pressures from high-speed development driven by global competition, migration and the aging of the workforce. Apart from addressing work-related injuries, workplaces in the region also have to deal with increasing occupational stress, chronic diseases and their associated socio-economic burden. Meanwhile, interventions in workplace health are still dominated by a narrow behavioral change model. To this end, the integrative workplace health promotion model, initiated by the World Health Organization from successful post-1990 pilot projects, emerges as a timely, comprehensive and appropriate means to manage contemporary workplace health and safety issues in the region. In this paper, we highlight the key workplace health challenges in the Asia-Pacific region and the utility of the integrative workplace health promotion model in addressing them. We provide a brief overview of the pressing challenges confronting workplaces in the region, then explain the why, what and how of integrative workplace health promotion. We illustrate this model by reviewing successful examples of good practice and evidence of their achievements from workplace health promotion programs in Asia-Pacific from 2002 to date, with specific attention to government-led workplace health promotion programs in Shanghai, Singapore and Taiwan. Drawing from these successful examples, we recommend government policies and facilitating strategies needed to guide, support and sustain industries in implementing integrative workplace health promotion. We conclude that consistent supportive government policies, coupled with facilitation by international bodies towards capacity and professional network building, are crucial to developing and sustaining healthy workplaces in the region.

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12

Nielsen, Michael M., and Pontus Hennerdal. "MAUPing Workplace Clusters." Growth and Change 45, no. 2 (February 12, 2014): 211–21. http://dx.doi.org/10.1111/grow.12044.

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Banutu-Gomez, Michael Ba, and Shandra MT Banutu-Gomez. "Organizational Change And Development." European Scientific Journal, ESJ 12, no. 22 (August 30, 2016): 56. http://dx.doi.org/10.19044/esj.2016.v12n22p56.

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This paper discusses the importance of organizational change and development. Passed literature suggests how companies have used adaptation to promote their companies. The research supports the ideas of workers personal desire for changes in the workplace. Without willingness to adapt to changes in technology, society, and worker needs an organization will miss major opportunities. Individual’s acceptance of workplace changes were also shown to changes based on comfort at present time. Our research revealed that successful organizations and those that accept and adapt to the change process.

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Nielsen, Genevieve, Fiona Currie, Kaye Ervin, and Alison Koschel. "Utilizing Research to Facilitate Organizational Change." Research in Health Science 1, no. 1 (May 30, 2016): 51. http://dx.doi.org/10.22158/rhs.v1n1p51.

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<p><em>This study aimed to facilitate organisational change through research to implement a workplace smoking ban. Previous appeals to the executive management had been unsuccessful, as the health service complied with legal requirements. </em><em>This small exploratory research study, utilized</em><em> the employee survey developed by QUIT Victoria, to gather evidence of staff opinions about workplace smoking.</em><em> Approximately 25% of the workforce smoked. The majority of the workforce in the study supported a workplace smoking ban, citing adverse effects of smoking on them and the environment. Staff also support quit smoking initiatives for staff and a small percentage of those who smoke (27%) reported it would encourage them to quit. Four staff reported that a workplace smoking ban would create difficulties for them, highlighting the importance of support for these staff. A smoke free workplace policy was introduced as a result of the research project. Utilizing a research approach, facilitated positive change for local level workforce and workplace issues.</em></p>

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15

Goods, Caleb. "Climate change and employment relations." Journal of Industrial Relations 59, no. 5 (July 18, 2017): 670–79. http://dx.doi.org/10.1177/0022185617699651.

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A central, yet overlooked, aspect of contemporary employment relations is the growing impact climate change is having on workplace relations. This research note outlines how climate change and workplace relations are linked, the minimal academic focus this important research area has received and the limited response from employment relations actors to the climate change challenge. Some examples of ‘climate bargaining’ are given to demonstrate both the connection between employment relations and climate change and to provide possible models for meaningfully advancing climate change actions in the workplace.

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Barratt, Clare L., and Claire E. Smith. "Workplace Relationships and Social Networks." Industrial and Organizational Psychology 11, no. 3 (September 2018): 510–16. http://dx.doi.org/10.1017/iop.2018.104.

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As described in Chernyak-Hai and Rabenu's (2018) focal article, the workplace has changed tremendously over the past few decades. These changes, undoubtedly, have affected how individuals interact and build relationships in the workplace. We live in a “networked society,” where the advances in technology and subsequent spread of communication and information have reorganized the way individuals are connected to one another (Castells, 2004; Wellman, 1999). In other words, we exist in complex networks, where underlying interconnections and interdependencies are the keys to scientific understanding. In their focal article, Chernyak-Hai and Rabenu highlight the need to adapt social exchange theories and research to incorporate the change in workplace relationships resulting from advances in technology and changes in the global market and workforce (e.g., freelancers, contract workers).

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17

Parsells, Richard. "Change and Learning in the Workplace." Change Management: An International Journal 12, no. 1 (2013): 61–71. http://dx.doi.org/10.18848/2327-798x/cgp/v12i01/50785.

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Colvin, Alex, and Pradeep Kumar. "Unions and Workplace Change in Canada." Industrial and Labor Relations Review 50, no. 3 (April 1997): 512. http://dx.doi.org/10.2307/2525190.

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Montreuil, Sylvie, and Marie Bellemare. "Ergonomics, Training and Workplace Change: Introduction." Relations industrielles 56, no. 3 (2001): 465. http://dx.doi.org/10.7202/000078ar.

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20

Dally, Miranda, Francesca Macaluso, Katherine A. James, Lee S. Newman, and Cecilia J. Sorensen. "Addressing Climate Change in the Workplace." Workplace Health & Safety 70, no. 7 (July 2022): 340. http://dx.doi.org/10.1177/21650799221103767.

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21

Galinsky, Ellen, Ken Matos, and Kelly Sakai-O'Neill. "Workplace flexibility: a model of change." Community, Work & Family 16, no. 3 (August 2013): 285–306. http://dx.doi.org/10.1080/13668803.2013.820094.

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22

Bamber, Greg J. "workplace change strategies: an international symposium." International Journal of Human Resource Management 5, no. 3 (September 1994): 543–46. http://dx.doi.org/10.1080/09585199400000047.

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23

Wainwright, David, Joanne Crawford, Wendy Loretto, Christopher Phillipson, Mark Robinson, Sue Shepherd, Sarah Vickerstaff, and Andrew Weyman. "Extending working life and the management of change. Is the workplace ready for the ageing worker?" Ageing and Society 39, no. 11 (July 5, 2018): 2397–419. http://dx.doi.org/10.1017/s0144686x18000569.

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AbstractIncreasing longevity and the strain on state and occupational pensions have brought into question long-held assumptions about the age of retirement, and raised the prospect of a workplace populated by ageing workers. In the United Kingdom the default retirement age has gone, incremental increases in state pension age are being implemented and ageism has been added to workplace anti-discrimination laws. These changes are yet to bring about the anticipated transformation in workplace demographics, but it is coming, making it timely to ask if the workplace is ready for the ageing worker and how the extension of working life will be managed. We report findings from qualitative case studies of five large organisations located in the United Kingdom. Interviews and focus groups were conducted with employees, line managers, occupational health staff and human resources managers. Our findings reveal a high degree of uncertainty and ambivalence among workers and managers regarding the desirability and feasibility of extending working life; wide variations in how older workers are managed within workplaces; a gap between policies and practices; and evidence that while casualisation might be experienced negatively by younger workers, it may be viewed positively by financially secure older workers seeking flexibility. We conclude with a discussion of the challenges facing employers and policy makers in making the modern workplace fit for the ageing worker.

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Suresh, Vasanthi, and Lata Dyaram. "Towards a confluence: disability inclusion and organizational change." Journal of Indian Business Research 12, no. 4 (July 1, 2020): 625–44. http://dx.doi.org/10.1108/jibr-03-2019-0068.

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Purpose Despite increased attention towards workplace disability in global and local development agenda, mainstream inclusion of persons with disability continues to be a challenge for most organizations. This paper aims to explore how organizations can be facilitated for adapting to the need and responsibility for change, towards evolving into disability inclusive workplaces. Design/methodology/approach This paper uses an inter-domain approach by linking organization change and development models to Indian indigenous disability management literature. Findings This review indicates that in comparison with the other dimensions of diversity, disability brings unique challenges that need a differentiated management approach. Further, it finds a strong base for organizations to approach disability management as a strategic and transformative change initiative, aligning with some of the proven change and organization development (OD) interventions. Research limitations/implications This paper draws implications for disability management and highlights the need for a practice perspective towards disability management and OD. Originality/value This paper provides an integrated view of critical factors influencing workplace disability management and OD.

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Taylor, Shannon G., Arthur G. Bedeian, Michael S. Cole, and Zhen Zhang. "Developing and Testing a Dynamic Model of Workplace Incivility Change." Journal of Management 43, no. 3 (July 10, 2016): 645–70. http://dx.doi.org/10.1177/0149206314535432.

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Theory and practice suggest workplace incivility is progressive and dynamic. To date, however, workplace incivility has been assessed as a between-person phenomenon by asking employees to summarize their exposure to incivility over some specific period (e.g., 1 year or 5 years). Consequently, little is known about the time-varying and progressive aspects of workplace incivility as suggested by both the referent literature and experience. Within the context of employee burnout and withdrawal, we developed a novel, dynamic mediated model of workplace incivility change and tested specific predictions about its time-sequential effects. Latent change score modeling of weekly survey data from 131 employees indicates that incivility change uniquely affects subsequent changes in burnout, which, in turn, lead to subsequent changes in turnover cognitions. We also explore whether this dynamic mediated effect varies across time and individuals.

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Hanlon, P., L. Carey, C. Tannahill, M. Kelly, H. Gilmour, A. Tannahill, and J. Mcewen. "Behaviour Change Following a Workplace Health Check: How Much Change Occurs and Who Changes?" Health Promotion International 13, no. 2 (January 1, 1998): 131–39. http://dx.doi.org/10.1093/heapro/13.2.131.

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27

Ding, Regina, Amiram Gafni, and Allison Williams. "Cost Implications from an Employer Perspective of a Workplace Intervention for Carer-Employees during the COVID-19 Pandemic." International Journal of Environmental Research and Public Health 19, no. 4 (February 15, 2022): 2194. http://dx.doi.org/10.3390/ijerph19042194.

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In developed countries, population aging due to advances in living standards and healthcare infrastructure means that the care associated with chronic and degenerative diseases is becoming more prevalent across all facets of society—including the labour market. Informal caregiving, that is, care provision performed by friends and family, is expected to increase in the near future in Canada, with implications for workplaces. Absenteeism, presenteeism, work satisfaction and retention are known to be worse in employees who juggle the dual role of caregiving and paid employment, representing losses to workplaces’ bottom line. Recent discourse on addressing the needs of carer-employees (CEs) in the workplace have been centred around carer-friendly workplace policies. This paper aims to assess the potential cost implication of a carer-friendly workplace intervention implemented within a large-sized Canadian workplace. The goal of the intervention was to induce carer-friendly workplace culture change. A workplace-wide survey was circulated twice, prior to and after the intervention, capturing demographic variables, as well as absenteeism, presenteeism, turnover and impact on coworkers. Utilizing the pre-intervention timepoint as a baseline, we employed a cost implication analysis to quantify the immediate impact of the intervention from the employer’s perspective. We found that the intervention overall was not cost-saving, although there were some mixed effects regarding some costs, such as absenteeism. Non-tangible benefits, such as changes to employee morale, satisfaction with supervisor, job satisfaction and work culture, were not monetarily quantified within this analysis; hence, we consider it to be a conservative analysis.

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Katsaros, Kleanthis K. "Exploring the inclusive leadership and employee change participation relationship: the role of workplace belongingness and meaning-making." Baltic Journal of Management 17, no. 2 (March 14, 2022): 158–73. http://dx.doi.org/10.1108/bjm-03-2021-0104.

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PurposeBy drawing on the need to belong theory, the paper aims to propose a moderated mediation model to examine the role of workplace belongingness and meaning-making in the positive relationship between inclusive leadership and employee change participation.Design/methodology/approachParticipants were 155 employees from 31 teams from a branch of a multinational pharmaceutical company located in an EU country. The company faces constant legal, regulatory and technology-related changes after the coronavirus disease 2019 (COVID-19) pandemic outbreak. Data were collected in three waves, approximately three weeks apart between March 2020 and May 2020. To test the mediating effect of workplace belongingness were performed first – a series of regression analyses – and second, bootstrapping to assess the statistical significance of the indirect effect (Preacher and Hayes, 2008).FindingsWorkplace belongingness mediates the relationship between inclusive leadership and employees change participation. Further, the research findings provide support that meaning-making moderates the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness such that the positive relationships are stronger when meaning-making is higher.Practical implicationsThe results indicate that should leaders and change management practitioners manage to influence positively employees' workplace belongingness by employing inclusive practices and procedures; leaders and change management practitioners will increase the level of participation during change and further the results note from an applied perspective the importance of mean-making as a facilitating factor during change in organizational settings. Relevant suggestions are made.Originality/valueThe findings provide new insights into how inclusive leadership and workplace belongingness can affect employees' change participation. Further, the research findings note the significant moderating role of meaning-making regarding both the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness.

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Melzer, Silvia Maja, and Martin Diewald. "How Individual Involvement with Digitalized Work and Digitalization at the Workplace Level Impacts Supervisory and Coworker Bullying in German Workplaces." Social Sciences 9, no. 9 (September 10, 2020): 156. http://dx.doi.org/10.3390/socsci9090156.

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Digitalized work has gained importance across industrialized countries. Simultaneously, research investigating the consequences of digitalized work for workplace relations among employees, supervisors, and coworkers, such as workplace bullying, is largely missing. This study is, to the best of our knowledge, the first to investigate how digitalized work influences supervisory and coworker bullying dependent on individual, job, and workplace characteristics. We use representative linked-employer-employee data from 3612 employees located in 100 large workplaces in Germany across all industrial sectors and apply random effects multilevel linear analyses. Individual involvement in digitalized work is related to less supervisory bullying for all employees, and for lower qualified employees to less coworker bullying. At the workplace level, when digitalization has advanced, supervisory bullying increases for highly qualified employees. Neither the individual nor the workplace effects of digitalization are explained by mediating factors such as job autonomy, routine or machine work, competency, or psychological or physical stress. Competence and job autonomy prevent the occurrence of bullying, while routine work, psychological stress, and physically demanding work are positively related to bullying. All effects are more pronounced for supervisory bullying than for coworker bullying. Individual involvement with digitalized work seems to change relational dynamics within workplaces and to protect employees from bullying. For highly qualified employees, this is probably related to the gathering of key competencies; for lower qualified employees, it might be linked to working with digital devices. In workplaces where digitalization has progressed, digitalized work may disrupt and change the established work processes and relations and increase the necessity for new coordination and, thus, the occurrence of conflicts.

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Hannon, Peggy A., Christian D. Helfrich, K. Gary Chan, Claire L. Allen, Kristen Hammerback, Marlana J. Kohn, Amanda T. Parrish, Bryan J. Weiner, and Jeffrey R. Harris. "Development and Pilot Test of the Workplace Readiness Questionnaire, a Theory-Based Instrument to Measure Small Workplaces’ Readiness to Implement Wellness Programs." American Journal of Health Promotion 31, no. 1 (November 17, 2016): 67–75. http://dx.doi.org/10.4278/ajhp.141204-quan-604.

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Purpose. To develop a theory-based questionnaire to assess readiness for change in small workplaces adopting wellness programs. Design. In developing our scale, we first tested items via “think-aloud” interviews. We tested the revised items in a cross-sectional quantitative telephone survey. Setting. The study setting comprised small workplaces (20–250 employees) in low-wage industries. Subjects. Decision-makers representing small workplaces in King County, Washington (think-aloud interviews, n = 9), and the United States (telephone survey, n = 201) served as study subjects. Measures. We generated items for each construct in Weiner’s theory of organizational readiness for change. We also measured workplace characteristics and current implementation of workplace wellness programs. Analysis. We assessed reliability by coefficient alpha for each of the readiness questionnaire subscales. We tested the association of all subscales with employers’ current implementation of wellness policies, programs, and communications, and conducted a path analysis to test the associations in the theory of organizational readiness to change. Results. Each of the readiness subscales exhibited acceptable internal reliability (coefficient alpha range, .75–.88) and was positively associated with wellness program implementation ( p < .05). The path analysis was consistent with the theory of organizational readiness to change, except change efficacy did not predict change-related effort. Conclusion. We developed a new questionnaire to assess small workplaces’ readiness to adopt and implement evidence-based wellness programs. Our findings also provide empirical validation of Weiner’s theory of readiness for change.

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Brand, Sarah L., Lora E. Fleming, and Katrina M. Wyatt. "Tailoring Healthy Workplace Interventions to Local Healthcare Settings: A Complexity Theory-Informed Workplace of Well-Being Framework." Scientific World Journal 2015 (2015): 1–8. http://dx.doi.org/10.1155/2015/340820.

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Many healthy workplace interventions have been developed for healthcare settings to address the consistently low scores of healthcare professionals on assessments of mental and physical well-being. Complex healthcare settings present challenges for the scale-up and spread of successful interventions from one setting to another. Despite general agreement regarding the importance of the local setting in affecting intervention success across different settings, there is no consensus on what it is about a local setting that needs to be taken into account to design healthy workplace interventions appropriate for different local settings. Complexity theory principles were used to understand a workplace as a complex adaptive system and to create a framework of eight domains (system characteristics) that affect the emergence of system-level behaviour. This Workplace of Well-being (WoW) framework is responsive and adaptive to local settings and allows a shared understanding of the enablers and barriers to behaviour change by capturing local information for each of the eight domains. We use the results of applying the WoW framework to one workplace, a UK National Health Service ward, to describe the utility of this approach in informing design of setting-appropriate healthy workplace interventions that create workplaces conducive to healthy behaviour change.

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Schéele, Siv, and Gunnar Andersson. "Municipality attraction and commuter mobility in urban Sweden: An analysis based on longitudinal population data." Urban Studies 55, no. 9 (May 9, 2017): 1875–903. http://dx.doi.org/10.1177/0042098017705829.

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At the individual level, commuting can be seen as part of a search process that may lead to adjustments in terms of migration or change of workplace. The behaviour of commuters is affected by individual characteristics and factors related to housing, labour and transport markets. It can provide insight into factors related to different municipalities’ levels of attraction. In our study, we provide a longitudinal analysis of individual commuting behaviour during a one-year study period: we simultaneously address the dynamics of ending commuting by a migration event, a change of workplace, or both. Our study is situated in the urban region that surrounds lake Mälaren of Sweden, including its capital Stockholm. We draw on unique register data on the entire commuter population of that region and linked contextual data on the characteristics of the municipalities where the commuters live and work. Migration rates are strongly related to demographic variables, whereas the propensity to change workplace mainly varies with economic variables. We demonstrate that the attraction of a municipality in terms of residence increases with the general accessibility to workplaces and decreases with its level of housing prices. An increased supply of new dwellings in a municipality has a greater impact on the capacity to increase its population than has an increased supply of workplaces.

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Cullen, Kristin L., Brian D. Webster, Bryan D. Edwards, and Phillip W. Braddy. "Measuring Cumulative Workplace Change: Development of the Cumulative Change Scale." Academy of Management Proceedings 2014, no. 1 (January 2014): 16667. http://dx.doi.org/10.5465/ambpp.2014.16667abstract.

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Madden, Seonad K., Claire A. Blewitt, Kiran D. K. Ahuja, Helen Skouteris, Cate M. Bailey, Andrew P. Hills, and Briony Hill. "Workplace Healthy Lifestyle Determinants and Wellbeing Needs across the Preconception and Pregnancy Periods: A Qualitative Study Informed by the COM-B Model." International Journal of Environmental Research and Public Health 18, no. 8 (April 14, 2021): 4154. http://dx.doi.org/10.3390/ijerph18084154.

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Overweight and obesity present health risks for mothers and their children. Reaching women during the key life stages of preconception and pregnancy in community settings, such as workplaces, is an ideal opportunity to enable health behavior change. We conducted five focus groups with 25 women aged between 25 and 62 years in order to investigate the determinants of healthy lifestyle behaviors, weight management, and wellbeing needs during the preconception and pregnancy periods in an Australian university workplace. Discussions explored women’s health and wellbeing needs with specific reference to workplace impact. An abductive analytical approach incorporated the capability, opportunity, and motivation of behavior (COM-B) model, and four themes were identified: hierarchy of needs and values, social interactions, a support scaffold, and control. Findings highlight the requirement for greater organization-level support, including top-down coordination of wellbeing opportunities and facilitation of education and support for preconception healthy lifestyle behaviors in the workplace. Interventionists and organizational policy makers could incorporate these higher-level changes into workplace processes and intervention development, which may increase intervention capacity for success.

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Wood, Rachel Louise. "Facilitating cultural change in healthcare organisations." British Journal of Healthcare Management 27, no. 2 (February 2, 2021): 1–6. http://dx.doi.org/10.12968/bjhc.2019.0012.

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The need for cultural change in healthcare organisations is well documented. There is a plethora of evidence to demonstrate the devastating impact of poor workplace culture on staff and patient outcomes. However, balanced against the significant financial pressures and a staffing crisis, cultural change is unlikely to be made a priority, despite the fact that many of the problems faced by organisations are compounded by poor workplace culture. The evidence demonstrates the positive difference cultural change can make, building staff confidence and encouraging innovation which, in turn, will result in greater efficiency and best use of limited funding. This article presents a simple model that may, when combined with other cultural tools, offer organisations a cost-effective and practical way to develop a positive workplace culture.

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Raloff, Janet. "Dusty Workplace May Cause Change of Heart." Science News 160, no. 11 (September 15, 2001): 167. http://dx.doi.org/10.2307/4012595.

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Perregrini, Michelle. "Mitigating Resistance to Change in the Workplace." Creative Nursing 25, no. 2 (May 1, 2019): 154–56. http://dx.doi.org/10.1891/1078-4535.25.2.154.

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Resistance to change is a prevalent issue in nursing, with ongoing interventions needed to increase awareness and to support nurses on the journey to becoming change agents. The purpose of this article is to illustrate the foundations of change learned during nursing school, and their applicability as nursing students transition to the professional nurse role. Additional focus explores the vital role experienced nurses play in mitigating resistance to change, and strategies to support fellow nurses in adapting to change.

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Finkelstein, Marvin S. "Sociology and Workplace Change: A 1990s Perspective." Teaching Sociology 18, no. 2 (April 1990): 171. http://dx.doi.org/10.2307/1318487.

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Hodson, Randy, Gregory Hooks, and Sabine Rieble. "Training in the Workplace: Continuity and Change." Sociological Perspectives 37, no. 1 (March 1994): 97–118. http://dx.doi.org/10.2307/1389411.

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Rapid changes are occurring in the organization of production in advanced industrial societies. These changes result from new technologies, increased competition, and new production techniques. Increased training for workers has been identified as essential for remaining competitive in this rapidly changing environment. Research on the organization of work suggests that training is most likely to occur where workers are organized into internal labor markets that cultivate and retain their skills and is less likely to occur in organizations which rely on secondary labor markets. Our study of 20 manufacturing plants supports the hypothesis that approaches to training are strongly differentiated by the division between enterprises with and without internal labor markets. Training for advanced technologies and contemporary production techniques appears to grow out of existing institutionalized internal labor markets. Where such labor markets do not exist, training is less likely to occur or is superficial in nature. The effects of increased training thus do not appear to have “trickled down” into production systems employing less-skilled labor. Institutional strategies associated with a reliance on a low-wage labor force create barriers to the extension of training into new sectors of production. The effects of increased training thus may be quite localized and may serve to increase rather than diminish existing divisions in the labor force.

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Reissner, Stefanie C. "Change, meaning and identity at the workplace." Journal of Organizational Change Management 23, no. 3 (May 25, 2010): 287–99. http://dx.doi.org/10.1108/09534811011049617.

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Deadrick, Diana L., R. Bruce McAfee, and Paul J. Champagne. "Preventing workplace harassment: an organizational change perspective." Journal of Organizational Change Management 9, no. 2 (April 1996): 66–75. http://dx.doi.org/10.1108/09534819610113748.

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O'Donnell, Michael, Cameron Allan, and David Peetz. "The New Public Management and Workplace Change." Economic and Labour Relations Review 12, no. 1 (June 2001): 85–103. http://dx.doi.org/10.1177/103530460101200106.

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Wax, Amy L. "Family-Friendly Workplace Reform: Prospects for Change." ANNALS of the American Academy of Political and Social Science 596, no. 1 (November 2004): 36–61. http://dx.doi.org/10.1177/0002716204269189.

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Wax, Amy L. "Family-Friendly Workplace Reform: Prospects for Change." ANNALS of the American Academy of Political and Social Science 596, no. 1 (November 2004): 247–50. http://dx.doi.org/10.1177/000271620459600102.

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Riratanaphong, Chaiwat, and Theo van der Voordt. "Measuring the added value of workplace change." Facilities 33, no. 11/12 (August 3, 2015): 773–92. http://dx.doi.org/10.1108/f-12-2014-0095.

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Purpose – The purpose of this paper is to compare performance measurement systems from the literature with current performance measurement approaches in practice to get a better understanding of the complex relationships between workplace change, added value and organisational performance. To be able to measure the added value of workplace change, a valid and reliable performance measurement system is needed to measure the impact of the work environment on organisational performance before and after the change. A second aim is to have a closer look at the appraisal of workplace change by the end users. Design/methodology/approach – A review of the literature traced various performance measurement systems with different performance areas and key performance indicators (KPIs). Three case studies were conducted, two in Thailand, and one in The Netherlands, to explore if and how these theoretical insights are applied in current practice. Due to the worldwide introduction of New Ways of Working, special attention is paid to employee satisfaction and perceived productivity support. Findings – Many performance criteria and KPIs from literature are used in practice. However, apart from the balanced scorecard, no performance measurement system from literature is literally applied. Regarding most issues, none of the organisations conducted a comparison of the impact of their real estate on organisational performance before and after the change. In one case only, both ex ante and ex post data were collected about the appraisal of change by the end users. Research limitations/implications – The number of cases is limited. Additional case studies in depth are needed to get a wider picture of practice. Besides, still much work has to be done to operationalise the performance criteria. Practical implications – The performance measurement systems that were found in theory and practice can be used as input to value adding management of facilities. Based on the findings, a step-by-step procedure is presented to facilitate the selection of prioritised KPIs. Originality/value – This research connects the concepts of performance measurement and adding value by workplace change with data from two different continents.

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Cohen, Shelley. "Change agents bolsternew practices in the workplace." Nursing Management (Springhouse) 37, no. 6 (June 2006): 16???17. http://dx.doi.org/10.1097/00006247-200606000-00005.

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Dyer, Suzette, and Maria Humphries. "Normalising workplace change through contemporary career discourse." Australian e-Journal for the Advancement of Mental Health 1, no. 3 (January 2002): 158–69. http://dx.doi.org/10.5172/jamh.1.3.158.

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Holt, Jackie, and Claire Ryan. "Using opinion leaders to drive workplace change." Australian and New Zealand Journal of Public Health 36, no. 4 (July 31, 2012): 395. http://dx.doi.org/10.1111/j.1753-6405.2012.00901.x.

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Ranganathan, Aruna. "Identification and Worker Responses to Workplace Change: Evidence from Four Cases in India." ILR Review 74, no. 3 (February 14, 2021): 663–88. http://dx.doi.org/10.1177/0019793921989683.

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This article uses ethnographic and interview data about four cases in two work settings in India to examine identification as a factor in workers’ reactions to workplace change. Novel technology and management practices are frequently introduced into work settings as the world of work changes. Workers tend to cooperate more with some workplace changes than with others. The previous employment relations literature has invoked interests, cultural values, and worker power to explain workers’ responses to change. This article introduces an additional factor: whether a change fosters or impairs workers’ identification with their work. The author examines identification at three levels—occupational, organizational, and that of the work itself—and finds that workers are more likely to cooperate with workplace change that protects and fortifies their pre-existing sources of identification.

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Talati, Zenobia, Carly Grapes, Emily Davey, Trevor Shilton, and Simone Pettigrew. "Implementation Outcomes Following Participation in a Large-Scale Healthy Workplace Program Conducted Across Multiple Worksites." American Journal of Health Promotion 34, no. 5 (April 3, 2020): 512–19. http://dx.doi.org/10.1177/0890117120911504.

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Purpose: To measure implementation outcomes of a freely available workplace health promotion program (Healthier Workplace Western Australia [HWWA]) that provides employees with services and supports to make changes in their workplaces. Setting: Western Australian workplaces. Subjects: Employees accessing HWWA services. Intervention: A range of services (training sessions, tailored advice, grant schemes, online resources) were offered relating to nutrition, physical activity, smoking, alcohol consumption, and mental health. Design/Measures: Of the 1627 individuals e-mailed 6 months after participation in HWWA, 345 (21%) individuals who recalled accessing one or more services completed a survey assessing the number and type of changes they had implemented and the perceived barriers to doing so. Analysis: Negative binomial regressions and one-way analysis of variances assessed whether respondent characteristics or number of services used was associated with the number and types of changes made. A qualitative analysis of the perceived barriers was also conducted. Results: The majority of respondents (86%) reported implementing one or more changes. Greater perceived responsibility/authority to make change (β = .56, P < .01), perceived support from coworkers (β = .23, P < .05), and number of HWWA services used (β = .04, P < .05) were positive predictors of the number of changes made. Frequently reported barriers included cost/budget restrictions, lack of management support, and resistance from staff. Conclusion: The HWWA program facilitated implementation of various healthy workplace initiatives across the organizations represented in the evaluation.

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