Transformation in one UK University: Impact on Employees of a Dental School
pp. 19-29 | Published Online: September 2019 | DOI: 10.22521/unibulletin.2019.81.2
Abdurahman M. Salem and Abubaker S. Qutieshat
University transformation has been previously studied, but little research on the effect of organizational transformation on dental schools has been reported. The purpose of this work was to analyze the impact of the transformation on full-time faculty members of a dental school at a UK university. In addition, the study aimed to understand the perception for change and the environment surrounding the transformational plan by means of a questionnaire distributed among 30 faculty members. Negative attitudes predominated among the employees. Perhaps this was somewhat related to a lack of information and communication. Several issues surfaced as those of concern to the employees: (1) the plan’s negative manifestations has already had an impact through changes implemented on staff such as downgrading and forcing employees into either voluntary severance or redundancy which has led to an increased workload and an overall sensation of staff uncertainty and job insecurity; (2) the plan lacked an explicit underlying objective, framework and strategic basis; (3) the plan eased a rather undesirable expeditious execution of staff grading processes that were held hastily under stressful situations. Only very few positive issues were mentioned such as an improved managerial system and committee structures within the school. Overall, most employees revealed a degree of stress and uncertainty.
Keywords: University transformation, education management, university, staffReferences
Ackerman, L. (1997). Development, Transition or Transformation: the Question of Change in Organisations. London: Organisational Change: National Co-ordinating Centre for NHS Service Delivery and Organisations.
Ariely, D., & Zauberman, G. (2000). On the making of an experience: The effects of breaking and combining experiences on their overall evaluation. Journal of Behavioral Decision Making, 13(2), 219-232.
Barnard, M., & Stoll, N. (2010). Organisational Change Management: A rapid literature review. Australia: Centre for Understanding Behaviour Change, University of Bristol.
Bartoo, H., & Sias, P. M. (2004). When enough is too much: Communication apprehension and employee information experiences. Communication quarterly, 52(1), 15-26.
Burnes, B. (2004). Managing change: A strategic approach to organisational dynamics. Pearson Education.
Dillman, D. A. (1978). Mail and telephone surveys: The total design method (Vol. 19). New York: Wiley.
Elving, W. J. (2005). The role of communication in organisational change. Corporate Communications: An International Journal, 10(2), 129-138.
Jimmieson, N. L., Terry, D. J., & Callan, V. J. (2004). A longitudinal study of employee adaptation to organizational change: the role of change-related information and change-related self-efficacy. Journal of Occupational Health Psychology, 9(1), 11-27.
Kahneman, D. (2000). Evaluation by moments: Past and future. In D. Kahneman & A. Tversky (Eds.), Choices, values, and frames (pp. 693-708). New York: Cambridge University Press and Russell Sage Foundation.
Kübler-Ross, E. (1973). On death and dying. Routledge.
Lukas, C. V., Holmes, S. K., Cohen, A. B., Restuccia, J., Cramer, I. E., Shwartz, M., & Charns, M. P. (2007). Transformational change in health care systems: an organizational model. Health Care Management Review, 32(4), 309-320.
Mento, A., Jones, R., & Dirndorfer, W. (2002). A change management process: Grounded in both theory and practice. Journal of Change Management, 3(1), 45-59.
Morsing, M., & Schultz, M. (2006). Corporate social responsibility communication: stakeholder information, response and involvement strategies. Business Ethics: A European Review, 15(4), 323-338.
Nelissen, P., & van Selm, M. (2008). Surviving organizational change: How management communication helps balance mixed feelings. Corporate Communications: An International Journal, 13(3), 306-318.
Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783-794.
Call for Papers
UNIBULLETIN is calling for submissions to the Vol. 9, Issue 2, 2020.
Authors are invited to submit papers from the broader fields of the social sciences and related disciplines in the international context.
All submissions should be presented only in English. Manuscripts should be send to the Editor-in-Chief via e-mail: email@example.com