جستجوی مقالات مرتبط با کلیدواژه « آمادگی برای تغییر » در نشریات گروه « مدیریت »

This research is to investigate the effect of efficient human resource management practices on readiness for change, emotional commitment and employee performance with the moderating role of hierarchical culture in Tejarat Bank branches in North Tehran. The research is descriptive and survey in terms of practical purpose and in terms of how to collect information. Research data has been collected through five-choice Likert questions included in the research questionnaire. In this research, in order to analyze the data obtained from the questionnaire, in accordance with the statistical needs, SPSS.V24 statistical software and pls.V3 structural equation software were used in the form of descriptive and inferential statistics in the form of linear and multiple regression. The statistical population of this research is the employees of Tejarat Bank in the northern branches of Tehran, which totals 440 people. In order to calculate the required sample size for the research, using Cochran's formula, 5% confidence level equal to 205 people was obtained. The studied sample was collected by the available method. The results of the research show that effective human resource management methods affect employees' emotional commitment (0.269), effective human resource management methods affect employees' readiness for change (0.355), emotional commitment affects employees' readiness for change (0.523), readiness To change the performance of employees (0.479), efficient human resources management methods have a significant effect on the emotional commitment of employees with the role of adjusting the hierarchical culture (0.089) in Tejarat Bank branches in the north of Tehran.

The main aim of this study was the structural modelling relationship of university social capital, university agility, organizational trust with employees' readiness for change with the mediating role of psychological capital at Shiraz University. The statistical population were all the employees of Shiraz University, who 124 people were selected as the research sample using systematic sampling method. The research tool included five questionnaires of social capital, university agility, organizational trust, psychological capital and readiness for change, which were distributed and collected after calculating validity and reliability. The research data were analyzed the statistical methods of one-sample t-test and multivariate regression. The findings showed that from the point of view of the employees, the state of social capital and employees' readiness for change was less than the desired level and higher than the cut-off point. The agility of the university and the organizational trust of the university were less than the desired level and the cut-off point. The psychological capital of the employees was higher than the desired level and the cut-off point. the structural equation showed: when the variables of social capital, university agility and organizational trust are entered into the structural equation modelling in interaction, social capital loses its direct and indirect predictive power. In addition, even though university agility and organizational trust in interaction with other research variables lose their direct predictive power for employees' readiness for change, but with the mediating role of psychological capital they have indirect predictive power for employees' readiness for change.

Leading research has been conducted to investigate the effect of perceived strengths of the human resources system in the organization on employees' reactions to change. In terms of nature and method, the research is a descriptive-survey research and has been conducted with an applied purpose. The data collection tool is a questionnaire that measures the perceived strengths of the human resource system from the Alfs et al. (2019) questionnaire, readiness for organizational change from the Holt et al. (2007) questionnaire, and assessing genuine leadership from the Valomboa et al. (2010) questionnaire was used. Content-face validity was reviewed and confirmed by experts and construct validity was confirmed by confirmatory factor analysis. Convergent validity for variables greater than 0.525 was obtained. Cronbach's alpha coefficient of perceived strengths questionnaires was calculated to be 0.870. The results of this study showed that the perceived strengths of the human resources system have a positive and direct effect on acceptance, readiness and support for change by employees. Also, acceptance of change and readiness for change by employees mediate the relationship between perceived strengths of human resource system and change support behavior, and finally the original leadership of the organization does not moderate the relationship between perceived strengths of human resource system and change support behavior by employees.

Abstract
This study aimed to examine the effect of quantum management skills on readiness for change with the mediating role of organizational agility. The current study was done by descriptive correlatiove research method. The statistical population of the study consisted of all employees of Zahedan Islamic Azad University (n=294). Using the Cochran formula, the sample size of 200 people was calculated and the applied sampling method was simple random. Azimi sanavi and Razavi Quantum Management Questionnaire (2011)was used for data collection; Sharifi & Young (2000) for Organizational Agility; and Dunham et al, (1989) for Readiness for Change questionnaire. The content validity of the questionnaire was confirmed. The reliability of the questionnaires was estimated based on Cronbach's coefficient as 0.881, 0.887, and 0.753, respectively. The data obtained from the questionnaires were analyzed at two levels of descriptive and inferential statistics, including Pearson's correlation coefficient test and structural equation modeling through Spss23 and Lisrel8.8 software. The findings obtained from the structural equation model showed that the standard coefficient between quantum management on readiness for change (0.19), quantum management on organizational agility (0.58), as well as readiness for change and organizational agility (0.64) and the indirect effect of quantum management on change readiness (0.47) were significant.
Extended abstract
Today's organizations, especially educational ons, are trying to surpass their competitors in terms of rapid and increasing developments. Organizations should consider many factors to achieve their goals. Therefore, managers should apply a management method with the highest efficiency for the organization. The thinkers of management science believe that managers in the 21st century should use new management methods to increase the capacity of employees. One of these types of management is quantum management. Quantum management is the empowerment of employees and is also an approach to improve the capabilities, powers, and effectiveness of managers and especially employees. Therefore, quantum management aims to increase the effectiveness and power of managers and employees of the organization. The concept of quantum management is an approach to improve the capabilities, powers, and effectiveness of managers and especially employees in the organization and to increase the effectiveness of managers and employees to prepare for organizational change and agility. The university is one of the most important fundamental elements for any change, transformation, and innovation; therefore, the realization of high goals, independence, and social and economic progress is provided through higher education. As a result, universities must be aware of new management features to have the necessary power to respond to changes.
Theoretical Framework
Quantum management was created based on the quantum paradigm in response to uncertainty in phenomena and the unpredictability of their behavior and environmental complexities, extensive and mutual interactions, and rapid and continuous changes that twenty-first-century organizations face with. Understanding quantum management creates a new perspective for understanding and managing today's organizations with the aforementioned characteristics. Quantum theory completely contradicts traditional management beliefs. This theory states that not only is the world unpredictable, but also there is not enough information to understand the current state.
Readiness for change is the employees' positive views and opinions about the need for change and the positive consequences of change-related efforts for the employees and the organization (Peach et al., 2005). Readiness for change refers to the beliefs, attitudes, and conscious intentions of organizational members regarding the needed changes and the organizational capacity to successfully implement these changes. The dimensions of readiness for change in the organization are 1. Newness tolerance: it refers to the tolerance of the organization's members towards new and unexpected conditions. 2. Complexity tolerance: it refers to little, irrelevant, complex, unorganized, and sometimes conflicting or contradictory information in the organization. 3. Difficult situations tolerance: refers to the tolerance of organization members for situations with unsolvable problems in which answers are not easily obtained.
Agility was introduced to the world by Yakoka Research Institute in 1991 as a strategy for organizations in the 21st century to quickly adapt to changes. Organizational agility is the ability to quickly respond to changes in the environment. Organizational agility is an organizational capability that managers of educational organizations should take it seriously to achieve organizational goals. Organizational agility has also the components of innovation, responsibility, speed in work, low complexity, high quality, flexibility, and readiness to react to changes, and is also very resistant to environmental problems and challenges.
Research This research is applicable in terms of purpose, and descriptive correlative of structural equation modeling in terms of method. The statistical population includes all the employees of Zahedan Azad University, including 294 people (124 women and 170 men). Morgan's Table was used to determine the sample size, and 165 people were selected by simple random sampling. Three questionnaires were used to collect information.
Quantum Management Skill Questionnaire: Azimi Sanavi and Razavi's Quantum Management Skill Questionnaire (Azimi Sanavi & Razavi, 2014) were used in seven dimensions; Quantum thinking, quantum trust, quantum action, quantum vision, quantum feeling, quantum knowledge and quantum existence; and 34 items to measure quantum management skills. This questionnaire was based on a Likert scale (from never to completely agree).
Organizational Agility Questionnaire: Sharifi and Yang's Organizational Agility Questionnaire (Sharifi Yang, 2000) has been used in four dimensions of speed, competence, flexibility, and responsiveness; and 28 items with 5 options of the Likert type (from never to completely agree) to measure organizational agility
Readiness for Change Questionnaire: Dunham et al's Readiness for Change Questionnaire (1989) was used in three dimensions of cognition towards change, emotional reaction to change, and behavioral tendency to change; and in 18 items to measure readiness for change.
The questionnaire's validity of the current research is of the content type that was confirmed by the supervisor and the expert professors of educational management at Zahedan universities. To estimate the reliability coefficient of the questionnaires used in this research, 30 copies were first given to the subjects. According to Cronbach's alpha, its results were obtained 0.881 for the quantum management skill questionnaire, 0.811 for the organizational agility questionnaire, and 0.753 for the readiness for change questionnaire. These reliability coefficient values indicate the relatively good reliability of these questionnaires. In addition, Pearson's correlation coefficient and structural equation model were used to analyze the data. Calculations were carried out by spss23 and Lisrel8.8 software.
Results 
According to correlation analysis, the relationship between quantum management and organizational agility (0.329), quantum management and readiness for change (0.826), and organizational agility and readiness for change (0.326) are positive and significant at the level of 0.01. The fit indices of the model were first calculated to examine the research model. The values of the model fit indices have a good fit. In addition, the data analysis showed that the significant numbers (t) between quantum management and readiness for change are 6.37, quantum management and organizational agility are 5.07, and readiness for change and organizational agility are 3.30. Since these values are greater than 1.96, the impact of quantum management and readiness for change, quantum management and organizational agility, and readiness for change and organizational agility are significant. In the corresponding figure, the standard coefficient between quantum management and readiness for change is 0.19, quantum management and organizational agility is 0.58, and readiness for change and organizational agility is 0.64. In addition, the indirect effect of quantum management on readiness for change (0.47) is significant. Since this effect impacts readiness for change through organizational agility, the mediating role of this variable in relation to quantum management on readiness for change is confirmed.
Discussion and This research was carried out to investigate the effect of quantum management skills on readiness for change with the mediating role of organizational agility of Zahedan Islamic Azad University employees. Quantum skills in management try to use the laws, concepts, and principles of quantum theory in the form of metaphor and guidance to solve management problems and describe and explain organizational phenomena. The environment of today's organizations, especially higher education, values agility, innovation, change, vitality, and quality to succeed and increase employee productivity, which are all signs of quantum management. Therefore, having senior management with the necessary knowledge and skills, effective planning, leadership, and quantum culture is necessary to transfer from classical management to successful quantum management in the organization. The research findings regarding the first research hypothesis showed that the components of quantum management directly and significantly affect the readiness for change employees (0.19). The research findings regarding the second research hypothesis showed that quantum management components directly and significantly affect organizational agility (0.53). The research findings regarding the third research hypothesis showed that readiness for change directly and significantly affects organizational agility (0.64). Finally, the results obtained from the fourth research hypothesis showed that quantum management indirectly and significantly affects (0.47) readiness for change.
According to the findings, the following suggestions are made to improve organizational agility, strengthen quantum management skills, and provide a context for change in university employees. University managers should not be afraid and have a high tolerance for ambiguity to change purposefully to be innovative and face unknown phenomena. University managers can increase employees’ adaptability to changes by creating an atmosphere of optimism and risk-taking among them, which will lead to the acceptance of change and transformation. Managers should also make the most of their knowledge capital and learning ability by using quantum management skills and applying a new and innovative scientific approach in organizations and pave the way to achieve agility by emphasizing efficient and effective policies and programs. According to the changes and developments that have been created in organizational management, faculty members should always be encouraged to learn new and updated skills to achieve an appropriate level of hardware and software technologies in the university. In this regard, they can use new and diverse methods to provide educational and research services with the necessary quality to increase satisfaction and agility. University managers can use innovative and new methods based on the ability of the employees to deal with the turbulent organizational environment and solve problems. The research limitation is limiting the statistical community of the research to the employees of Zahedan Azad University and the inability to generalize the results to other universities.

The present study is aimed at determining the effects of leader’s communication styles on tendency to change through understanding effective inter-organizational conveyance and readiness for change. This research is a descriptive-correlation study from purpose dimension and  applied from audience dimension.. The statistical population of the study was 374 employees of the  Refah Bank branches at city of Isfahan. According to the Cochran formula, 270 of them were selected through stratified sampling. We collected data from archival research three questionnaires. Content validity of the questionnaire was confirmed by the viewpoints of professors and experts in   organizational behavior and management disiplines. The face validity of questonnairs was confirmed by the several members of the statistical community. The reliability of the questionnaires was measured by the Cronbach's alpha coefficient. For analysis of the data and test the hypothesis, Structural Equation Modeling (SEM) method in Warp PLS software were used. Results show that, the assertive style had a positive effect on perceptions of effective communication and readiness for change. However, aggressive, passive, and aggressive-passive communication styles had a negative impact on perceptions of effective communication as well as readiness to change. Also, results of structural equation modeling, confirmed the mediating role of understanding effective inter-organizational conveyance and readiness for change between leader’s communication styles and the tendency to change at 99% confidence level.. In order to investigate the fit of the research model, Fit indices were used.

The general purpose of this study was the structural equation modeling of university social capital and the employee tendency to participate through the mediating role of their readiness for change in Shiraz University. The statistical population of the study involved all employees of Shiraz University (990 individuals), from among whom 339 individuals were selected as the study sample through simple random sampling method. The research instrument included three questionnaires of social capital, readiness for change, and tendency to participate, which were distributed and received back for data collection after the calculation of validity and reliability through item analysis and Cronbach’s alpha. The obtained data was analyzed using one-sample t-test and multivariate regression analysis in SPSS and Amos software. The findings of the study showed that the social capital in the sample was higher than the benchmark average. While the cognitive readiness of the employees was less than the benchmark average, the other dimensions – including the general readiness level of the employees – were higher than the benchmark averages. The average score of the employees’ tendency to participate was higher than the benchmark average. The structural equation model also showed that the university social capital and the employees’ readiness to change were direct, significant predictors of the employees’ tendency to participate. Moreover, the findings indicate that the mediating role of employees’ readiness makes social capital a stronger predictor of the employees’ tendency to participate.

The aim of this study was to determine the effects of contextual variables affecting change on resistance to change through the variables of openness to change and readiness for change. The research method was descriptive-correlation based on structural equation modeling. The statistical population of this study is all 26 universities in Isfahan province with 1872 staff members, of which the number is limited by using the population sampling formula and by stratified sampling method with a volume of 812 people. The title of statistical sample was selected. In order to collect research data, the researcher uses questionnaires of contextual variables affecting change, Wenberg and Banas (2002), Readiness for Change Questionnaire, Holt Arminakis et al. (2007), Openness Questionnaire for Change, Miller et al. (2009), Questionnaire Resistance to change, Dunham (1989) was used. In order to evaluate the reliability of the research instrument, Cronbach's alpha was used. The Cronbach's alpha coefficient for the questionnaires of contextual variables affecting change (0.957), openness to change (0.841), readiness for change (0.908), resistance It was estimated against change (0.869). The results showed that among the contextual variables, the variables of information for change, participation for change and personal impact with coefficients of -0.05, -0.06 and -0.02 directly have a significant direct positive effect. It does not affect resistance to change, but the variables of self-efficacy and managerial support with impact coefficients of -0.1 and -0.13 have a direct impact on resistance to change.

Today, change is an important factor for organizations’ survival, and as the main factor for the success of organizational change, managers and experts must be able to implement change programs. It seems that change management skills including understanding, planning, implementing, and stabilizing change can affect attitudes toward change. Thus, employees' attitudes and mental patterns have been always considered as a fundamental factor in the literature on change readiness. As big organizations, municipalities have a large number of managers, employees, and clients and provide a variety of services. Therefore, it is necessary to review and correct their employees’ mental patterns. Accordingly, this study is aimed to recognize and compare the mental patterns of employees of Mashhad Municipality towards readiness for change from the managers' and experts' points of view.

THEORETICAL FRAMEWORK:

The concept of the mental model is not something that has recently been discovered but can be attributed to Kenneth Crick (1943). A person’s mental model is a framework of images and attitudes that limits their field of thought and action. Some scientists consider mental models as the cornerstone of knowledge building, including the main cognitive processes of change and learning. According to Levin (1947), change is to move from a steady-state to a new better state, through a pre-made plan or a set of predicted actions and steps. Many researchers have defined various dimensions of readiness for change. In this regard, Weiss (2002) suggests cognitive and emotional components for general judgments or the same attitude. On this basis, the current research considered these two dimensions as fundamental for studying the employees’ mental patterns.

The current research is a practical study in terms of purpose; it is a descriptive study in terms of method; and in terms of approach, it is a mixed-methods study of having inductive-deductive reasoning. The strategy of the current study is the Q technique.

The seven steps of the Q method were performed and reached the following results. The prevailing mental pattern of "capacity building" of managers was interpreted i.e., both the individual and the organization must have the capacity to implement changes. The most important mental model is that the effectiveness of change is a function of cognitive evaluation of organization members from four determinants of executive capacity, including individual capacities, perception of resources, situational factors, and supportive structures.

Research findings indicated that the mindset of managers and experts is mainly cognitive and composed of 11 dominant mental patterns. By comparing several similar mental patterns between managers and experts, we can talk about the supportive mental model of managers and the mental model of supportive experts, the committed mental model of managers and the mental model of committed experts, the confident mental model of managers, and the confident mental model of experts. There is a common mentality between these two groups of human resources of Mashhad Municipality. Also, the two mental patterns of followers and expert liaisons show the high importance of social relationships and processes in the process of change and the high influence of others’ behavior and decision when facing the change.

The aim of this research is to determine the mediating role of organizational trust on the relationship between manager’s lean leadership skills and readiness for change in public sector. Recent research is correlation and descriptive that has been done through the survey method. Statistical population has been consisted of employees in public organizations of Kerman city and number of 326 subjects have been selected as volume of sample. Data gathering tools have been lean leadership skills questionnaire of Liker and Convis (2012), organizational trust questionnaire of Ellonen et al (2008) and readiness change questionnaire of Graham (2006) that the validity and reliability of they have been approved. Descriptive and inferential statistical (structural equation modeling) have been used to analyze the data and the data has been analyzed with SPSS and Amos softwares. The findings of the research indicated that the suggested model has appropriate fit, and manager’s lean leadership skills beyond its direct impact, exerts indirect impact on readiness for change through the mediation of organizational trust, also the mediating role of organizational trust on the relationship between manager’s lean leadership skills and readiness for change was confirmed.

The aim of this study was to investigate the effect of knowledge management on commitment to change through the quality of communication perceived from change and readiness for change. The present study was applied in terms of purpose and in terms of how to collect descriptive information of the correlation type. The statistical population of the present study consisted of all 1000 employees of the Islamic Azad University of Isfahan (Khorasgan) who were selected through Cochran's sampling formula. For example, 287 people were selected through a class sampling method appropriate to the volume. 2003 (Standard Questionnaire Commitment to Changing Fedor et al. (2009), Standard Communication Questionnaire Understanding Changing Miller and Mang (1985), and Standard Standard Questionnaire on Challenging et al. (2007). Content validity was analyzed using expert opinion based on the views of a number of statistical and structural communities using factor analysis and after the necessary terminology, validity was confirmed. The sequence of knowledge management (0.93) and commitment commitment to change (0.81) and the perceived communication from change (0.85) and readiness readiness questionnaire (0.92) were estimated, respectively. Data were used at the inferential level to model structural equations Given that knowledge management has a positive and significant effect on the commitment to change through readiness to change, the coefficient of this effect is 0.55, but through the quality of the relationship on commitment to change does not have a significant effect on direct commitment to change has a positive and significant effect. The coefficient of this effect is 0.66.

Organizations have to innovate and change in current dynamic and complex environment. Organizational change studies show that employees don’t associate in organizational changes and resist to change most of the times. Resistance to change will result to the failure in changing plans. In this study, we are going to investigate the effect of affective commitment on resistance to change through the mediating role of attitudes toward change and readiness for change among the Mellat Bank employees of Mashhad. The descriptive-survey research strategy has been used to conduct study. Data was collected by a standard measurement and was performed by employing AMOS and SPSS. Face validity and content validity were used for testing the validity of measurement and Cronbach’s Alpha for testing the reliability of data. The findings suggest that affective commitment has effects on Resistance to change. Furthermore, the mediating role of attitude towards change and readiness for change-as one of the neglected cases in previous studies-was confirmed.

The purpose of this study was to investigate the effect of quantum leadership on changes in quality through perceived communication quality and changeability. The present research was applied in terms of purpose and in terms of collecting descriptive information of correlation type. The statistical population of this study was all of the staff employed in the Islamic Azad University of Sefahan in Sefahan to be 1,000. Using the Cochran sampling formula, 287 individuals were selected through simple random sampling method. The research tool was Shleton Quantum Leadership Standards Questionnaire (2003) and questionnaire. The standard of commitment to change was Fedour et al. (2009) and perceived standard communication questionnaire of change proposed by Miller and Mang (1985) and the Readiness Change Standard questionnaire provided by Holt et al. (2007). On the other hand, Cronbach's alpha method was used to quantify the quantum leadership questionnaire (93/0) and The Change Commitment Questionnaire (0.81) and Perceived Communication from Change (0.85) and Readiness for Change (0.92) questionnaire were estimated. Data analysis was carried out at the inferential level including structural equation modeling. The results of the research showed that quantum leadership through its readiness for change has a positive and significant impact on the commitment to change, which has a coefficient of 0.39, but does not have a significant effect through the quality of the relationship on commitment to change. Also, the direct impact on the commitment to change is also Not meaningful.

The purpose of this study is to investigate the relationship between transformational leadership style of managers and employees’ readiness for changing in Primary Schools of Javanrood in 2014-2015; and the used method was a correlation one. The study population included all employees of Primary Schools in Javanrood that are 274 persons. The research sample consisted on 159 persons based on Morgan Table. The participants were selected through a stratified random sampling method. Data was collected by the use of two questionnaires; one is multifactor leadership questionnaire by Bess et.al (2000), and another one is attitudes toward the organizational changes by Dovenham et.al (1998). The reliability of both questionnaires was calculated as 0.91 and 0.87 based on Cronbach’s Alpha respectively. The results of Peasrson’s correlation showed that there is a significant relationship between transformational leadership style of managers and employees’ readiness for changing. Also, based on multiple regression analysis with stepwise method it was showed that transformational leadership style is able to predict all components ready for change. Thus the managers can prepare a field in which the employees’ readiness for changing could be improved.

Changes are occurring rapidly and that make a change successful is change readiness. If there isn`t initial readiness for change, the next steps face with failure. change readiness is The degree which members of an organization know change worthy and believe it effective. This readiness is effected by human and organizational factors. .In current research, the effect of need hierarchy, attitude toward work from psychological factors and distributive justice and work characteristics from organizational factors on change readiness was investigated. The research sample contained 504 individuals of Isfahan Oil Refinery Company that selected by stratified sampling and responded to research instruments. Path analysis and Boot analysis used for data analyzing. Results indicated in the path analysis model, self-fulfillment, justice, attitude toward work and work characteristics are mediator variables. Changes must apply according to employees` need level and their attitude. Distributive justice is recommended for change success.

The main purpose of this paper is identifying factors affecting on BPR implementation، and prioritizing them in public organizations. First، with reviewing literature، were determined factors affecting BPR. The research questionnaire with 66 questions was provided and distributed in Research population (Government agencies in the city of Tehran). By using factor analysis test on research varuables، following factors based on priority were gained: 1) the readiness for change factor 2) Project Management factor 3) strategic productivity factor 4) e-human resources factor.

Considering the importance of learning organization and readiness for change, current study has been done to examine the relationship between organizational learning and readiness for change according to the dimensions of learning organization in the insurance industry. The statistical population for this study is private insurance companies in Iran. 110 managers of these companies were selected as the case study. To collect data, Watkins`s and Marsick`s DLOQ (dimensions of the learning organization questionnaires), and also Dunham`s et al questionnaire were used. To test hypothesis with regard to the questionnaire data, Test Kolmogorov-Smirnov, T-test student, structural equations test were used. Findings suggest that there is organizational learning culture in insurance companies, so that different dimensions of organizational learning in insurance companies are above average. Considering the total results of hypothesis tests and also with regard to the standard regression coefficient, it can be argued that the relationship between organizational learning and readiness for change in private insurance companies is not in good condition, particularly in relation to the dimension of promote inquiry and dialogue, which is one of the important dimensions of the model.