How Frontline Employees Make Sense of a Planned Organizational Change

Autor/in	Bradley, William David
Titel	How Frontline Employees Make Sense of a Planned Organizational Change
Quelle	(2023), (121 Seiten) PDF als Volltext Verfügbarkeit Ed.D. Dissertation, University of Pennsylvania
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
ISBN	979-8-3795-5411-8
Schlagwörter	Hochschulschrift; Dissertation; Employees; Employee Attitudes; Planning; Organizational Change; Models; Organizational Learning + Suchen Sie Ihr Suchwort? Thesis; Dissertations; Academic thesis; Employee; Arbeitnehmer; Beschäftigter; Arbeitnehmerinteresse; Ablaufplanung; Planungsprozess; Organisationswandel; Analogiemodell; Organisationslernen
Abstract	The purpose of study was to examine how frontline employees make sense of a planned organizational change. The voices of frontline employees, the group of employees responsible for making the product or delivering the service, have frequently been ignored or neglected during planned change efforts. In this study, attention was focused on the involvement, reactions, and responses of frontline employees during planned change efforts. A majority of the research on planned change and frontline employees has been conducted after the planned change has been implemented. A limited amount of research exists on the involvement, reactions, and responses of frontline employees during a planned change effort. The Bullock and Batten planned organizational change model was used to determine the phase frontline employees became involved in a planned change effort. The framework of Sensemaking was used to understand the reactions of frontline employees to a planned organizational change. The Burke-Litwin planned organizational change model was used in conjunction with Salem's sensemaking model as it provided consistent elements to examine that served as change cues, or triggers, activating sensemaking within frontline employees during a change effort. A qualitative research design, using semi-structured interviews was used in this study. Two organizations were examined with nineteen frontline employees interviewed in total, nine in organization one and ten in organization two. Thematic analysis was used to analyze the data collected. Key findings from the research identified that frontline employees are: (a) capable of being excited about and contributing to, (b) concerned about the success of, and (c) capable of instigating and initiating, a planned organizational change effort. Additionally, the research identified that frontline employee involvement in the early phases of a planned organizational change may contribute to frontline employee learning and development, support, and excitement for the planned organizational change effort. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.] (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2024/1/01