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Measurement of Perceived Organizational Readiness for Change in the Public Sector
Author(s) -
Cinite Inta,
Duxbury Linda E.,
Higgins Chris
Publication year - 2009
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/j.1467-8551.2008.00582.x
Subject(s) - operationalization , structural equation modeling , psychology , public sector , competence (human resources) , organizational change , organizational commitment , sample (material) , perceived organizational support , social psychology , change management (itsm) , applied psychology , public relations , business , marketing , political science , computer science , philosophy , chemistry , epistemology , chromatography , machine learning , lean manufacturing , law
Using the act frequency approach we developed and operationalized two constructs: perceived organizational readiness for change and perceived organizational unreadiness for change. Using a sample drawn from five Canadian public sector organizations, it was found that perceived readiness for change can be conceptualized with three sub‐constructs: commitment of senior managers to the change, competence of change agents, and support of the immediate manager. Perceived unreadiness for change had two sub‐constructs: poor communication of change and adverse impact of change on work. Using structural equation modelling techniques, the measurement scales of all these constructs were tested for reliability and validity using job stress and perceived organizational support as outcome variables.