The impact of organisational change on public sector employees implementing the UK Government's “Back to work” programme
Greasley, Kay, Watson, P. J. and Patel, Shilpa. (2009) The impact of organisational change on public sector employees implementing the UK Government's “Back to work” programme. Employee Relations, Vol.31 (No.4). pp. 382-397. ISSN 0142-5455Full text not available from this repository.
Official URL: http://dx.doi.org/10.1108/01425450910965432
Purpose – This paper aims to examine the impact of organisational change on public sector employees utilising the implementation of the UK Government's “Back to work” programme (BTW) as a case study example. The paper seeks to explore the employee response to the changes they experience as a result of this new initiative.
Design/methodology/approach – A qualitative approach was adopted for this study, employing in-depth interviews across the UK. The interview strategy sought to focus on the individual experiences and perceptions of those involved in the operation of the programme.
Findings – The findings highlight how the interviewees face organisational change as part of their everyday life, with the pace of change increasing and becoming more radical. Many of these organisational changes are related to the introduction of new initiatives that require amendments to existing working practices. It was found that a lack of permanency and constant switching of initiatives, imposed by central government, could result in cynical attitudes towards a new initiative as interviewees await the newer, bigger and brighter programme.
Practical implications – The study indicates that when a new initiative is introduced this involves change which impacts on employees and there needs to be a management response to this challenge to ensure that initiatives are successful. Notably there needs to be a move from quick fix, early-win outcomes as new programmes take time and effort.
Originality/value – The paper presents empirical evidence of the impact of change as a result of a new initiative involving public sector employees. It demonstrates how the political context driving new initiatives like the BTW programme affects employees on the “shopfloor” and emphasises the need for management to respond to this challenge.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
J Political Science > JN Political institutions (Europe) > JN101 Great Britain
|Divisions:||Faculty of Medicine > Warwick Medical School > Health Sciences
Faculty of Medicine > Warwick Medical School
|Library of Congress Subject Headings (LCSH):||Organizational change -- Great Britain, Public administration -- Great Britain, Interagency coordination -- Great Britain, Great Britain. Dept. for Work and Pensions -- Employees -- Case studies, Great Britain. Dept. of Health -- Employees -- Case studies|
|Journal or Publication Title:||Employee Relations|
|Publisher:||Emerald Group Publishing Ltd.|
|Page Range:||pp. 382-397|
|Access rights to Published version:||Restricted or Subscription Access|
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