Business Commons^™

The Impact Of Resilience On A Middle Manager’S Resistance To Organizational Change, April D. Hall

Electronic Theses and Dissertations

Change is never ending in organizations, as it is necessary to maintain a competitive advantage. Although change is needed, research shows most change implementations do not succeed.

Middle managers (MMs) are considered the main facilitators of change. They receive directive for change and are tasked with not only processing and accepting the change but also communicating the directive down into the ranks and executing upon it. This basic qualitative study explored how resilience can aid an MM when implementing change, where resistance is present. The conceptual framework for this study included Lewin’s (1947) three-stage model of change theory and the …

Enhancing Employee Voice In Government: Transparency, Trust, And Cognitive Empowerment, Jomarie Phelan Honcoop

Electronic Theses and Dissertations

For organizational change to take root, develop, and realize the desired goals and benefits, employees are increasingly asked to be an integral part of the change process, to speak up and use their voice to point out areas to improve and ways to be more efficient. Organizations and managers must create a climate where this employee voice, a multidimensional construct comprised of promotive and prohibitive voice, is encouraged and heard, and where the employee is empowered to effect change and make improvements. Both types of voice are potent mechanisms for improving public services, and government organizations in particular, as compared …