Structural Modeling of Readiness for Organizational Change of Employees of the Department of Education based on the Type of Organizational Culture with a Mediating Role of Social Undermining: Fars Province

Document Type : Research Paper

Authors

• Maasoumeh Mohtaram ¹
• Maryam Shafiei Sarvestani ²

¹ Assistant Professor of Educational Administration, School of Education and Psychology, Shiraz University, Shiraz, Iran

² Assistant Professor of Educational Planning, School of Education and Psychology, University of Shiraz, Shiraz, Iran

10.30495/jedu.2021.26176.5228

Abstract

The main aim of this study was structural modeling of employees’ readiness for organizational change based on the type of organizational culture with a mediating role of social undermining. The statistical population of the study included all employees of the Department of Education of Fars Province (340 people). Using Morgan table, simple random sampling method, 127 people were selected as the research sample and 102 of them answered the questionnaires completely. Field data of the research were distributed and collected using the questionnaire of the type of organizational culture (Mohtaram & Zamani, 2019), social undermining (Mohtaram, 1398) and readiness for change (Bouckenooghe, 2009) after calculating and confirming their validity and reliability. In order to analyze the data, descriptive and inferential statistics were used with SPSS and AMOS software. The results showed that: the dominant organizational culture in their workplace is a passive organizational culture. The situation of social undermining and employees’ readiness for change is average. Also, the structural equation model indicated that a) while there was a direct and significant relationship between constructive organizational culture and employees’ readiness for change, but there was no significant relationship between these two variables with the mediating role of social undermining. b) While there was a negative and significant relationship between aggressive organizational culture and employees’ readiness for change, no significant relationship was seen between these two variables with the mediating role of social undermining. c) While there was a direct and significant relationship between passive organizational culture and employees’ readiness for change, this relationship was also significant with the mediating role of social undermining.

Keywords

• organizational culture
• social undermining
• readiness for change

20.1001.1.20086369.1400.12.4.1.3

---

References

• Abdul Rashid, Z.A; Sambasivan, M; Abdul Rahman, A. (2004). The influence of organizational culture on attitudes toward organizational change, Leadership & Organization Development Journal, 25(2), Pp: 161-179.
• Abdullah, J. B., & Kassim, J. M. (2011). Instructional leadership and attitude towards organizational change among secondary schools principal in Pahang, Malaysia. Procedia-Social and Behavioral Sciences, 15, 3304-3309.
• Ahmadi, Kiomars (2013) Presenting a Model for Conceptual Development of Social Wear of Bank Branch Employees, the First International Conference on Management of Challenges and Solutions, Shiraz
• Al – Haddad, S. (2011). Successful Organizational Change: Aligning Change type with Methods. Doctoral dissertation, University of Central Florida Orlando, Florida.
• Arizi, H.;  Barati, H.; Dori, B. & Ghasemi, V. (2015) . Pattern of path analysis between the hierarchy of needs, distributive justice, attitudes toward work, characteristics of work with a commitment to change and readiness for change. Journal of Public Administration Perspective-JPAP, 22, Pp: 61 – 82. [In Persian]
• Austin,M. J & Claassen, J.(2008). Impact of Organizational Change on Organizational Culture: I1nplications for Introducing Evidence-Based, Practice, the Haworth Press.
•    Bouckenooghe, D. (2010). Positioning change recipients’ attitudes toward change in the organizational change literature. The Journal of Applied Behavioral Science, 46(4), 500-531.
• Bouckenooghe, D. & Devos, G. (2009). Organizational change questionnaire–climate of change, processes, and readiness: Development of a new instrument. The Journal of psychology, 143(6), Pp: 559-599.
• Buller, J. L. (2015). Change Leadership in Higher Education: A Practical Guide to Academic Transformation. San Francisco: Jossey – Bass A Wiley Brand.
• Caldwell, S. D., Roby‐Williams, C., Rush, K., & Ricke‐Kiely, T. (2009). Influences of context, process and individual differences on nurses’ readiness for change to Magnet status. Journal of advanced nursing, 65(7), 1412-1422.
• Choi, M., & Ruona, W. E. (2011). Individual readiness for organizational change and its implications for human resource and organization development. Human Resource Development Review, 1534484310384957.
• Crossley, C. D. (2009). Emotional and behavioral reactions to social undermining: A closer look at perceived offender motives. Organizational Behavior and Human Decision Processes, 108(1), Pp: 14-24.
• Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.
• D’Ortenzio, Carlo (2012). Understanding Change and Change Management Processes: A Case study. Thesis submitted in fulfillment of requirements for the degree of Doctor of Philosophy at the University of Canberra, Canberra.
• Devaraja, T. S. (2012), Organizational Culture -Implication of Changes on theOrganization,http://sibresearch.org/uploads/2/7/9/9/2799227/organizational_culture_devaraja.pdf
• Duffy, M. K., Ganster, D. C., Shaw, J. D., Johnson, J. L., & Pagon, M. (2006). The social context of undermining behavior at work. Organizational Behavior and Human Decision Processes, 101(1), Pp: 105-126.
• Ebrahimiyan Jelodar, Y., Ebrahimiyan Jelodar, R., Ebrahimiyan Jelodar, M. (2012). The Study of Knowledge Management Effectiveness (through Reviewing its Abilities and Knowledge Management Process). Police Organizational Development, 41, Pp: 89-104.
• Edvard, C. & Lee, M. (2014). The Impact of Social Undermining on Organizational Justice. Employee Responsibilities and Rights Journal, 34(12). Pp: 53-70.
•  Holt, D. T.; Armenakis, A. A.; Field, H. S. & Harris, S. G. (2007). Readiness for Organizational Change: The Systematic Development of a Scale. The Journal of Applied Behavioral Science, 43 (2), Pp: 232 – 55.
• Hoobler, J. M. & Brass, D. J. (2006). Abusive Supervision and Family Undermining as Displaced Aggression. J Appl Psychol.91 (5), Pp: 1125-33. DOI: 10.1037/0021- 9010.91.5.1125 PMID: 16953773.
• Hoy, W. & Miskel, C. (2013). Educational Administration.U. S. A: Mc Graw Hill.
•    Kenny, J. (2006). Strategy and the learning organization: a maturity model for the formation of strategy. The Learning Organization, 13(4), 353-368.
• Kin, T. M., & Kareem, O. A. (2015). Organizational change and leadership. Middle-East Journal of Scientific Research, 23(1), Pp: 135-141.
• Lawrence, T. B., Dyck, B., Maitlis, S., & Mauws, M. K. (2006). The underlying structure of continuous change. MIT Sloan Management.
• Md Zabid, A.; Rashid, S. M. & Addult, R, A. (2004). The Influence of Organizational Culture on Attitudes toward Organizational Change. Leadership & Organizational Development Journal, 25 (2).
•    Mohtaram. M & Razi, E. (2019). Change in Higher Education. Tehran: University of Hurmozgan. [In Persian]
• Mudor, h. (2014). Organizational Cultures, Knowledge Management, Organizational Effectiveness: The Relationship and Conceptual Framework, International Academic Conference, Istanbul, 668-686.
•    Nikolaou, M., Latsou, D., & Geitona, M. (2014). Factors influencing job satisfaction among nurses of Pafos General Hospital in Cyprus. Journal of the international society for pharmaco economics and outcomes research, 17 (7), Pp: 419- 34,
• Nordin, E. J. (2014). Communicating organizational change: Strategies for communicating change. In Clute Institute International Academic Conference. Texas, USA, PP: 135 – 145.
• Rajput, M; Novitskaya. (2013). Role of Organizational Culture in Creating Readiness for Change Project, Umea School of Business and Economics.
• Reynolds, K., Seltman, H., & Helgeson, V. (2009). Impact of interpersonal conflict on individuals high in unmitigated communion. Journal of Applied Social Psychology, 36(7), Pp: 1595-616.
• Sahin, N. H. (2009). Locus of control and self-concept in interpersonal conflict resolution approaches. Psikiyatri Dergturk, 20(2), Pp: 63- 153.
•   Sastre –castillo, A.O.M.Á; Ortega -parra, A. (2013). Impact of Perceived Corporate Culture on Organizational Commitment, Management Decision, 51, Pp: 1071-1083.
• Shah, N. (2011). A study of the relationship between organisational justice and employee readiness for change. Journal of Enterprise Information Management, 24(3), Pp: 224-236.
• Shojaei Baghini, Nafiseh; Beheshtifar, Malikeh (2013). Investigating the Relationship between Social Wear at the Partner Level and the Rate of Individual Conflict in the Executive Bodies of Kerman, the First National Business Conference. Hamedan
• Smith, M. B., & Webster, B. D. (2017). A moderated mediation model of Machiavellianism, social undermining, political skill, and supervisor-rated job performance. Personality and Individual Differences, 104, 453–459. https://doi.org/10.1016/j.paid.2016.09.010
• Strongman, L. (2013). The psychology of social undermining in organisational behaviour. The Australasian Journal of Organisational Psychology, 6.
• Torkzadeh, j. & Mohtaram, M. (2014). A Study of the Relationship between Type of Organizational Structure of University and Departmental Social Capital with Students' Academic Satisfaction at Shiraz University. Journal of Applied Sociology, 53 (1), Pp: 175 – 194.
• Weiner, B. J. (2009). A Theory of Organizational Readiness for Change. Implementation Science, 4 (67), Pp: 4-67.