EMPIRICAL RESEARCH ABOUT THE RELATIONSHIP
BETWEEN THE QUALITY OF CHANGE COMMUNICATION
AND READINESS FOR CHANGE
Master thesis, MscBA, specialization Change Management
University of Groningen, Faculty of Management and Organization
EMPIRICAL RESEARCH ABOUT THE RELATIONSHIP
BETWEEN THE QUALITY OF CHANGE COMMUNICATION
AND READINESS FOR CHANGE
ABSTRACT
This thesis examines the relationship between the Quality of Change communication and
Readiness for Change. The Quality of Change communication and Readiness for Change are
recognized as important factors in successfully and effectively implementing organizational
change strategies. The conducted research is based on a case-study concerning a healthcare
combination which has more than 750 employees. A questionnaire has been used to collect
the necessary data. Although the collected data did not show that the Quality of Change
communication contributes significantly to the Readiness for Change, a better understanding
has been established on where to put the emphasis when dealing with these subjects.
Keywords: Quality of Change communication, Readiness for Change
3
TABLE OF CONTENTS
INTRODUCTION ... 4
THEORY AND CONCEPTUAL MODEL ... 5
2.1 Change processes ... 5
2.3 Readiness for Change ... 5
2.2 Change communication ... 6
2.3 Communication, Horizontal Informal Information, Media Quality and Communication
Climate ... 6
2.4 Organizational Integration ... 7
2.5 General Organization Perspective, Personal Feedback and Relation With Supervisor ... 7
2.4 Conceptual model ... 8
METHODS ... 9
3.1 Data collection ... 9
3.2 Organizational survey ... 9
3.3 Data analysis ... 10
RESULTS ... 13
4.1 Change Readiness ... 13
4.2 Empirical Research ... 22
CONCLUSION ... 25
5.1 Acceptation of hypotheses ... 25
5.2 Rejection of hypotheses ... 25
DISCUSSION ... 26
REFERENCES ... 28
APPENDIX 1: QUESTIONNAIRES ... 30
APPENDIX 2: FACTOR & RELIABILITY ANALYSES, EXTREME VALUES and
NORMAL DISTRIBUTION ... 43
4
INTRODUCTION
For organizations to create an environment where employees are open to change is since long considered to be the first step in organizational change (Lewin, 1946). This so called „change-ready‟ environment minimizes resistance, makes employees more open to new ideas, and makes them more willing to take risks (Kriegel & Brandt, 1996). Readiness for change is an important factor for the successful implementation of organizational changes (Frahm and Brown, 2007, Smith, 2005, Armenakis, 1993).
When the creation of readiness among employees is properly done, employees will be more willing to support and ultimately adopt the proposed change (Self & Schraeder, 2009). But what factors do organizations need to consider when attempting to create this state of „Readiness for Change‟?
In order to be able to elaborate on what the best approach is to create a change ready environment we need to know which contextual factors have an influence on Readiness for Change. Drawing from literature we find a number of variables that play a role. Armenakis and Harris
(2002) mention self efficacy, principal support, discrepancy and personal valence as important message domains in relation to readiness for change. Other factors are charismatic leadership (De Hoogh, Den Hartog, Koopman, Thierry, Van den Berg, Van der Weide en Wilderom, 2005), communication (Frahm and Brown, 2007), age (Hargreaves, 2005), management support and participation of the employees (Armenakis et al., 1993).
Elving (2005) proposes that more research should be done on whether communication has an effect on the readiness for change. Communication is seen as a vital part within the successful implementation of organizational change (Frahm and Brown, 2007, DiFonzo and Bordia, 1998; Lewis and Seibold, 1998; Schweiger & Denisi, 1991). Semeltzer (1991) mentions that one of the reasons why change efforts fail, is the reliance by management on channels of communication like memos instead of using face-to-face techniques. Armenakis and Harris (2002) note that a change message on the one hand conveys the nature of the change and on the other shapes the sentiments that determine reactions to change. A positive influence of timely, accurate and trustworthy communication concerning or during an organizational change on readiness for change is expected.
This thesis will examine what the effect of the Quality of Change communication is on Readiness for Change. The following research objective has therefore been formulated.
5
THEORY AND CONCEPTUAL MODEL
2.1 Change processes
“Most companies or divisions of major corporations find that they must undertake moderate organizational changes at least once a year and major change every four or five” (Kotter, 2008, p. 132). Unfortunately a high number of these planned change efforts end in failure (Beer and Nohria, 2000).
Once the need for change has been established within an organization it will be necessary to plan how to start the „change process‟. Metselaar (1997) defines organizational change as “the planned modification of an organization‟s structure or work and administrative processes, initiated by the organization‟s top management, and which is aimed at improving the organization‟s functioning” (Metselaar, 1997, p. 5). By looking at change as being a planned process tends to divide it into different stages. Kurt Lewin was the first person to use this planned approach to change by dividing a change process in three stages: Unfreezing – Moving - Refreezing. Starting a change effort according to Lewin starts with „unfreezing‟ the part of the organization which will be involved in the change process. Part of this first step, even when change is pure technical or structural, is creating readiness for the change.
2.3 Readiness for Change
6 creating a sense of urgency, which according to Armenakis, Harris and Mossholder (1993) is similar to readiness for change. The second step is communicating the change message and ensuring participation and involvement. The last step is providing anchoring points and a base for the achievement of change. Although communicating the change message is defined as a second step communication also plays a large role in the first step, creating a sense of urgency. Armenakis et al. (1993) state that “the primary mechanism for creating readiness for change among members of an organization is the message for change” (Armenakis et al., 1993, p. 684). They even wrote an article on how to craft a change message to create readiness (Armenakis and Harris, 2002).
2.2 Change communication
In planned change, change communication involves exchanging and transmitting information to influence changes (Frahm and Brown, 2005). By using this definition, change communication can both be seen from an instrumental perspective, where it is used as a mean to communicate change, and also as the communication that takes place during a change process (Frahm and Brown, 2005). Viewing change communication more as the general communication that takes place during a change process provides new possibilities to examine it. Communication in general is defined as the process through which information is transferred from one person to another. It involves a number of factors that can have an influence during change processes. Downs and Hazen (1977) created a Communication Satisfaction Questionnaire containing eight factors that played a role in the satisfaction level towards communication in general within an organization. The factors are Communication, General Organizational Perspective, Organizational Integration, Personal Feedback, Relation With Supervisor, Horizontal Informal Information, Media Quality, and Communication Climate.
2.3 Communication, Horizontal Informal Information, Media Quality and Communication Climate
Communication refers to receiving enough information on subjects like government actions and wages. Horizontal Informal Information concerns factors like the recognition of work effort. Media Quality is about judging rules and understanding the work environment. Communication Climate refers to the knowledge people have on goals and policies within a department or within the whole organization.
7 major change, but sending an e-mail is not a very effective way if you want to create employee buy in. In face-to-face contact more cues about how employees feel and what they think become clear. Communication media like sterile reports, statistics and summaries of surveys isolate management from reality and gives the impression that things are more rational and under control (Lengel and Daft, 1988). Executives should not use a „spray and pray‟ change communication strategy (Clampitt, DeKoch and Cashman, 2000) and hope for the best. Using the correct communication channels and providing accurate information will lead to more Readiness for Change.
Hypothesis 1a: A higher level of Communication will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
Hypothesis 1b: A higher level Horizontal Informal Information will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change Hypothesis 1c: A higher level Media Quality will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
Hypothesis 1d: A higher level of Communication Climate will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
2.4 Organizational Integration
Organizational Integration refers to rumors. Change communication that is poorly managed results in rumors and resistance to change (DiFonzo et al., 1994; Semeltzer, 1991; Smelzer and Zener, 1992). The inability of management to supply information that is on time and correct will let
employees fill in the gaps themselves. According to a research done by Bordia et al. (2006) for most of these „gap filling‟, negative input is being used. “During times of change, when people are hungry for news, alarmists have a field day; rumors and misinformation multiply” (p. 186) is a suitable quote of Duck (2001) that illustrates the importance of managing your Change communication well. Doing so will have a positive influence on the Readiness for Change.
Hypothesis 2: A higher level of Organizational Integration will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
2.5 General Organization Perspective, Personal Feedback and Relation With Supervisor
General Organizational Perspective refers to job satisfaction. Personal Feedback answers to the question on how open the superior is concerning new ideas. Relation With Supervisor is about receiving information on changes within an organization,
8 success (Clampitt et al, 2000) and are expected to have a positive influence on the Readiness for Change.
Hypothesis 3a: A higher level of General Organizational Perspective will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
Hypothesis 3b: A higher level of Personal Feedback will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
Hypothesis 3c: A higher level of Relation with Supervisor will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
2.4 Conceptual model
As elaborated in the theoretical framework a degree of influence is expected concerning the quality of the factors that are used in a general approach toward communication and the readiness for change. The following conceptual model is constructed.
Figure 1: Conceptual model
9
METHODS
3.1 Data collection
Data used for this research was collected during a case-study. The case-study concerns a healthcare combination consisting out of four foundations; A Living-care centre, Social work, Home-care and a Service centre. The organization has more than 750 employees. The new head of the department „healthcare, living and wellbeing‟ wants the organization to be more enterprising and be more ahead of the game in anticipating on developments in the field.
The focus of the research will be on the Home-care department which consists out of two separate departments namely; the Care and Nursing department and the Domestic Care department. Within the Care and Nursing department there are about 100 employees and four team leaders. In the year prior to this research there were a number of changes within this particular department. The old head left after 15 years of service and 5 other team leaders were laid off. The domestic care department consists out of 120 employees. Currently the head of this department has four contact moments each year.
During the time of research more changes were communicated and implemented for both parties. Within the home-care for example, where both parties are part of, everyone needs to be working with an electronic administration within the next two years. Currently, as a second example, they are following an ISO quality route which will have the necessary consequences on the organizational processes and work implementation. By the management team three main points of interest have been formulated. The first one is quality, the second one is communication and the third one is culture. This thesis will mostly contribute to the second point: communication. Lewis, Schmisseur, Stephens and Weir (2006) found in an analysis of popular press books that a specific focus on communication issues during change implementation is very rare.
3.2 Organizational survey
10 was measured with items selected from the Communication Satisfaction Questionnaire developed by Downs and Hazen (1977). An example of these items is “I receive enough information about changes in our organization”. The questionnaire is a primary investigative tool which is used in assessing communication. The questions needed to be answered on a five-point Likert-type like scale ranging from strongly disagree (1) to strongly agree (5). The Cronbach‟s α for varied between .66 and .85. Readiness for Change was measured with describing two different scenarios of organizational change in the organization followed by an 18-item Likert-type scale ranging from strongly disagree (1) to strongly agree (5) which was developed by Dunham et al (1989). An example item is “I would support this change”. Three factors emerge from these analyses: cognitive, affective and Behavioral. Cronbach‟s α for these subscales ranged from .71 to .96.
3.3 Data analysis
To check if there is enough statistical evidence to support the hypotheses SPSS version 17 is used. To test the hypotheses an alpha level of 0,05 is used.
3.3.1 Validity and reliability
Several questions that measure the variables Change communication and Readiness for Change were included in the questionnaire. Questions that measure the same factor are combined. Negative formulated statements were recoded. Also a factor analysis and a reliability analysis were conducted. Factor analysis showed that it was not possible to combine all questions into one component. The rotated component matrix divided the questions into multiple components or showed that combining the questions was not possible. Background information of the factor and reliability analyses is included in appendix 2.
Domestic Care department
Total Variance % Cronbach´s alpha
Readiness for Change – Cognitive / Scenario 1 63,680 ,885
Readiness for Change – Cognitive / Scenario 2 58,212* ,847
Readiness for Change – Affective / Scenario 1 64,414 ,888
Readiness for Change – Affective / Scenario 2 74,020 ,928
Readiness for Change – Behavioral / Scenario 1 74,503 ,931
Readiness for Change – Behavioral / Scenario 2 81,812 ,955
Communication 63,276 ,710
General Organizational perspective Combining the questions was not possible Organizational Integration Combining the questions was not possible
Personal feedback Combining the questions was not possible
Relation with supervisor Combining the questions was not possible
Horizontal Informal Communication 54,568 ,781
Media Quality 68,557 ,846
Communication Climate 75,078 ,655
11 Care and Nursing department
Total Variance % Cronbach´s alpha
Readiness for Change – Cognitive / Scenario 1 63,622 ,881
Readiness for Change – Cognitive / Scenario 2 69,370 ,908
Readiness for Change – Affective / Scenario 1 66,454 ,897
Readiness for Change – Affective / Scenario 2 70,785 ,917
Readiness for Change – Behavioral / Scenario 1 82,955 ,958
Readiness for Change – Behavioral / Scenario 2 74,385 .929
Communication Combining the questions was not possible
General Organizational perspective Combining the questions was not possible Organizational Integration Combining the questions was not possible
Personal feedback Combining the questions was not possible
Relation with supervisor Combining the questions was not possible
Horizontal Informal Communication 67,585 ,756
Media Quality 57,096 ,793
Communication Climate 73,818 ,732
Table 2: Outcomes of factor and reliability analyses
3.3.2 Extreme values
By using a box plot extreme values can be located. No extreme values, that can make a false representation of the results, were located.
3.3.3 Normal distribution
To check if the used data is normally distributed the Kolmogorov – Smirnov test and the q-q plot are used. As the values in the below tables show, for 12 of the factors there is no reason to reject the null hypothesis (all values > 0,05). Additionally all q-q plots also demonstrate that the factors are normal distributed.
DOMESTIC CARE DEPARTMENT
Kolmogorov – Smirnov test
Kolmogorov-Smirnov Z
Asymp. Sig. (2-tailed)
Readiness for Change – Cognitive / Scenario 1 ,776 ,600
Readiness for Change – Cognitive / Scenario 2 ,680 ,744
Readiness for Change – Affective / Scenario 1 ,907 ,383
Readiness for Change – Affective / Scenario 2 1,077 ,197
Readiness for Change – Behavioral / Scenario 1 ,733 ,656
Readiness for Change – Behavioral / Scenario 2 ,618 ,839
Communication ,776 ,583
General Organizational perspective 1,998 ,001
Organizational Integration 1,948 ,001
Personal feedback 2.014 ,001
Relation with supervisor 2,244 ,000
Horizontal Informal Communication ,693 ,723
Media Quality ,773 ,588
Communication Climate 1,282 ,075
12 CARE AND NURSING DEPARTMENT
Kolmogorov-Smirnov Z
Asymp. Sig. (2-tailed)
Readiness for Change – Cognitive / Scenario 1 ,715 ,686
Readiness for Change – Cognitive / Scenario 2 ,562 ,911
Readiness for Change – Affective / Scenario 1 ,565 ,906
Readiness for Change – Affective / Scenario 2 ,649 ,793
Readiness for Change – Behavioral / Scenario 1 ,759 ,612
Readiness for Change – Behavioral / Scenario 2 ,811 ,526
Communication 1,881 .002
General Organizational perspective 1,634 ,010
Organizational Integration 1,247 ,084
Personal feedback 1,904 ,001
Relation with supervisor 1,815 ,003
Horizontal Informal Communication ,743 ,640
Media Quality 1,054 ,216
Communication Climate 1,151 ,141
Table 4: Kolmogorov-Smirnov test
The factors Personal Feedback and Relation With Supervisor are not significant normal distributed for both the departments. For the Domestic Care Department the General Organizational Perspective and the Organizational Integration are also not significant normal distributed and for the Care and Nursing Department the same goes for Communication.
3.3.4 Consequences of the research
13
RESULTS
4.1 Change Readiness
Descriptive statistics on the Change Readiness at Interzorg Ferwert can be shown for the Domestic Care Department and Care and Nursing department on Cognitive, Affective and Behavioral level.
DOMESTIC CARE DEPARTMENT Cognitive
The graph below, containing descriptive statistics of the Change Readiness on Cognitive level at Interzorg Ferwert for the first scenario of the Domestic Care Department, illustrates that 32,7% of the respondents answered (moderate) positive on the questions, 38,8% answered neutral and 28,6% (moderate) negative. For the first scenario almost one third of the employees, that completed the questionnaire, seems to be ready for the proposed change in scenario 1 on a cognitive level.
Graph 1: Readiness for Change: Cognitive
14 Graph 2: Readiness for Change: Cognitive
Affective
The graph below, containing descriptive statistics of the Change Readiness on Affective level at Interzorg Ferwert for the Domestic Care Department of scenario 1 illustrates that 22,5 % of the respondents answered (moderate) positive on the questions, 40,8% answered neutral and 36,7% (moderate) negative. So only one fifth of the employees, that completed the questionnaire, tend to be ready for the proposed change in scenario 1 on an Affective level.
15 The graph below, containing descriptive statistics of the Change Readiness on Affective level at Interzorg Ferwert for the Domestic Care Department of scenario 2 illustrates that 61,23 % of the respondents answered (moderate) positive on the questions, 30,61% answered neutral and 8,16% (moderate) negative. So the largest part of the employees, that completed the questionnaire, tend to be ready for the proposed change in scenario 2 on an Affective level.
Graph 4: Readiness for Change: Affective
Behavioral
16 Graph 5: Readiness for Change: Behavioral
The graph below, containing descriptive statistics of the Change Readiness on Behavioral level at Interzorg Ferwert for the Domestic Care Department of scenario 2 illustrates that 53,1% of the respondents answered (moderate) positive on the questions, 32,7% answered neutral and 14,3% (moderate) negative. More than half of the employees, that completed the questionnaire, tend to be ready for the proposed change.
Graph 6: Readiness for Change: Behavioral
17 CARE AND NURSING DEPARTMENT
Cognitive
The graph below, containing descriptive statistics of the Change Readiness on Cognitive level at Interzorg Ferwert for the first scenario of the Care and Nursing Department illustrates that 32,7% of the respondents answered (moderate) positive on the questions, 38,8% answered neutral and 28,6% (moderate) negative. For the first scenario almost one third of the employees, that completed the questionnaire, tend to be ready for the proposed change on a cognitive level.
Graph 7: Readiness for Change: Cognitive
18 Graph 8: Readiness for Change: Cognitive
Affective
The graph below, containing descriptive statistics of the Change Readiness on Affective level at Interzorg Ferwert for the Care and Nursing Department of scenario 1 illustrates that 22,5 % of the respondents answered (moderate) positive on the questions, 40,8% answered neutral and 36,7% (moderate) negative. So only one fifth of the employees, that completed the questionnaire, tend to be ready for the proposed change in scenario 1 on an Affective level.
19 The graph below, containing descriptive statistics of the Change Readiness on Affective level at Interzorg Ferwert for the Care and Nursing Department of scenario 1 illustrates that 22,5 % of the respondents answered (moderate) positive on the questions, 40,8% answered neutral and 36,7% (moderate) negative. So only one fifth of the employees, that completed the questionnaire, tend to be ready for the proposed change in scenario 1 on an Affective level.
Graph 10: Readiness for Change: Affective
Behavioral
20 Graph 11: Readiness for Change: Behavioral
The graph below, containing descriptive statistics of the Change Readiness on Behavioral level at Interzorg Ferwert for the Care and Nursing Department illustrates that 16,3% of the respondents answered (moderate) positive on the questions, 46,9% answered neutral and 36,7% (moderate) negative. Only 16,3% of the employees, that completed the questionnaire, tend to be ready for the proposed change.
21 The questions had a 5-point Likert-scale ranging from 1 = disagree to 5 = agree. Tables 5 and 6 show the means and the standard deviations for each factor.
DOMESTIC CARE DEPARTMENT
Mean Standard Deviation
Communication 3,4966 ,77913
General Organizational perspective 4,3061 ,91752
Organizational Integration 2,6875 ,90286
Personal feedback 4,0612 ,85167
Relation with supervisor 3,7551 ,90210
Horizontal Informal Communication 3,3878 ,67996
Media Quality 3,4031 ,85211
Communication Climate 3,7755 ,79097
Table 5: Mean and Standard Deviation
Communication, General Operational perspective, Personal Feedback, Relation with Supervisor and Communication Climate score moderate positive, Horizontal Informal Communication and Media Quality neutral and Organizational Integration slightly negative.
CARE AND NURSING DEPARTMENT
Mean Standard Deviation
Communication 3,5152 ,97215
General Organizational perspective 3,3636 ,99430
Organizational Integration 2,4848 ,97215
Personal feedback 4,0909 ,76500
Relation with supervisor 3,3636 ,85944
Horizontal Informal Communication 2,8889 ,76679
Media Quality 3,2242 ,72069
Communication Climate 3,3182 ,83683
Table 6: Mean and Standard Deviation
22 4.2 Empirical Research
4.2.1 Correlation
To investigate the correlation between the different factors the Spearman‟s Rang Correlation test is used. Tables 7 and 8 show the outcomes.
DOMESTIC CARE DEPARTMENT
Correlation coefficient
P-value Communication – Readiness for Change; Cognitive – Scenario 1 -,226 ,119 Communication – Readiness for Change; Cognitive – Scenario 2 -,054 ,713 Communication – Readiness for Change; Affective – Scenario 1 -,212 ,144
Communication – Readiness for Change; Affective – Scenario 2 ,039 ,790
Communication – Readiness for Change; Behavioral – Scenario 1 -,183 -,032 Communication – Readiness for Change; Behavioral – Scenario 2 ,128 ,380 General Organizational perspective – Readiness for Change; Cognitive – Scenario 1 -,185 ,202 General Organizational perspective – Readiness for Change; Cognitive – Scenario 2 -,007 ,963 General Organizational perspective – Readiness for Change; Affective – Scenario 1 -,074 ,611 General Organizational perspective – Readiness for Change; Affective – Scenario 2 ,039 ,175 General Organizational perspective – Readiness for Change; Behavioral – Scenario 1 -.183 -.032 General Organizational perspective – Readiness for Change; Behavioral – Scenario 2 ,128 ,135 Organizational Integration – Readiness for Change; Cognitive – Scenario 1 ,146 ,321 Organizational Integration – Readiness for Change; Cognitive – Scenario 2 -,182 ,216 Organizational Integration – Readiness for Change; Affective – Scenario 1 ,008 ,995 Organizational Integration – Readiness for Change; Affective – Scenario 2 -,329* ,022 Organizational Integration – Readiness for Change; Behavioral – Scenario 1 ,071 ,631 Organizational Integration – Readiness for Change; Behavioral – Scenario 2 -,281 ,053 Personal feedback – Readiness for Change; Cognitive – Scenario 1 -,364* ,010 Personal feedback – Readiness for Change; Cognitive – Scenario 2 -,105 ,474 Personal feedback – Readiness for Change; Affective – Scenario 1 -,332* ,020 Personal feedback – Readiness for Change; Affective – Scenario 2 ,187 ,199 Personal feedback – Readiness for Change; Behavioral – Scenario 1 -,239 ,099 Personal feedback – Readiness for Change; Behavioral – Scenario 2 ,195 ,179 Relation with supervisor – Readiness for Change; Cognitive – Scenario 1 ,016 ,911 Relation with supervisor – Readiness for Change; Cognitive – Scenario 2 -,137 ,347 Relation with supervisor – Readiness for Change; Affective – Scenario 1 -,083 -,570 Relation with supervisor – Readiness for Change; Affective – Scenario 2 ,027 ,854 Relation with supervisor – Readiness for Change; Behavioral – Scenario 1 -,024 ,870 Relation with supervisor – Readiness for Change; Behavioral – Scenario 2 ,091 ,534 Horizontal Informal Communication – Readiness for Change; Cognitive – Scenario 1 -,152 ,296 Horizontal Informal Communication – Readiness for Change; Cognitive – Scenario 2 -,259 ,072 Horizontal Informal Communication – Readiness for Change; Affective – Scenario 1 -,116 ,428 Horizontal Informal Communication – Readiness for Change; Affective – Scenario 2 -,111 ,448 Horizontal Informal Communication – Readiness for Change; Behavioral – Scenario 1 -,122 ,403 Horizontal Informal Communication – Readiness for Change; Behavioral – Scenario 2 -,125 ,393 Media Quality – Readiness for Change; Cognitive – Scenario 1 -,168 ,249 Media Quality – Readiness for Change; Cognitive – Scenario 2 -,231 ,110 Media Quality – Readiness for Change; Affective – Scenario 1 -,105 ,471
Media Quality – Readiness for Change; Affective – Scenario 2 ,012 ,934
Media Quality – Readiness for Change; Behavioral – Scenario 1 -,022 ,881 Media Quality – Readiness for Change; Behavioral – Scenario 2 ,020 ,890 Communication Climate – Readiness for Change; Cognitive – Scenario 1 -,439** ,002 Communication Climate – Readiness for Change; Cognitive – Scenario 2 ,076 ,603 Communication Climate – Readiness for Change; Affective – Scenario 1 -,421** ,003 Communication Climate – Readiness for Change; Affective – Scenario 2 ,035 ,809 Communication Climate – Readiness for Change; Behavioral – Scenario 1 -,362* ,011 Communication Climate – Readiness for Change; Behavioral – Scenario 2 ,138 ,343
23
**. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).
CARE AND NURSING DEPARTMENT
Correlation coefficient
P-value
Communication – Readiness for Change; Cognitive – Scenario 1 ,159 ,377
Communication – Readiness for Change; Cognitive – Scenario 2 -,109 ,552 Communication – Readiness for Change; Affective – Scenario 1 -,231 ,197 Communication – Readiness for Change; Affective – Scenario 2 -,015 ,937 Communication – Readiness for Change; Behavioral – Scenario 1 ,190 ,290 Communication – Readiness for Change; Behavioral – Scenario 2 -,237 ,192 General Organizational perspective – Readiness for Change; Cognitive – Scenario 1 ,062 ,732 General Organizational perspective – Readiness for Change; Cognitive – Scenario 2 ,158 ,388 General Organizational perspective – Readiness for Change; Affective – Scenario 1 -,058 ,748 General Organizational perspective – Readiness for Change; Affective – Scenario 2 -,015 ,936 General Organizational perspective – Readiness for Change; Behavioral – Scenario 1 ,067 ,710 General Organizational perspective – Readiness for Change; Behavioral – Scenario 2 ,178 ,331 Organizational Integration – Readiness for Change; Cognitive – Scenario 1 -,225 ,208 Organizational Integration – Readiness for Change; Cognitive – Scenario 2 -,075 ,683 Organizational Integration – Readiness for Change; Affective – Scenario 1 ,231 ,197 Organizational Integration – Readiness for Change; Affective – Scenario 2 ,283 ,116 Organizational Integration – Readiness for Change; Behavioral – Scenario 1 -,219 ,221 Organizational Integration – Readiness for Change; Behavioral – Scenario 2 -,073 ,693 Personal feedback – Readiness for Change; Cognitive – Scenario 1 -,096 ,596 Personal feedback – Readiness for Change; Cognitive – Scenario 2 -,155 ,398 Personal feedback – Readiness for Change; Affective – Scenario 1 ,080 ,660 Personal feedback – Readiness for Change; Affective – Scenario 2 -,052 ,779 Personal feedback – Readiness for Change; Behavioral – Scenario 1 -,145 ,422 Personal feedback – Readiness for Change; Behavioral – Scenario 2 -,144 ,430 Relation with supervisor – Readiness for Change; Cognitive – Scenario 1 -,078 ,664 Relation with supervisor – Readiness for Change; Cognitive – Scenario 2 ,185 ,311 Relation with supervisor – Readiness for Change; Affective – Scenario 1 ,127 ,480 Relation with supervisor – Readiness for Change; Affective – Scenario 2 -,017 ,925 Relation with supervisor – Readiness for Change; Behavioral – Scenario 1 -,087 ,631 Relation with supervisor – Readiness for Change; Behavioral – Scenario 2 ,050 ,784 Horizontal Informal Communication – Readiness for Change; Cognitive – Scenario 1 ,065 ,718 Horizontal Informal Communication – Readiness for Change; Cognitive – Scenario 2 ,168 ,357 Horizontal Informal Communication – Readiness for Change; Affective – Scenario 1 ,078 ,668 Horizontal Informal Communication – Readiness for Change; Affective – Scenario 2 -,213 -,041 Horizontal Informal Communication – Readiness for Change; Behavioral – Scenario 1 ,041 ,821 Horizontal Informal Communication – Readiness for Change; Behavioral – Scenario 2 ,090 ,623
Media Quality – Readiness for Change; Cognitive – Scenario 1 ,003 ,988
Media Quality – Readiness for Change; Cognitive – Scenario 2 ,079 ,667
Media Quality – Readiness for Change; Affective – Scenario 1 ,115 ,522
Media Quality – Readiness for Change; Affective – Scenario 2 -,042 ,818 Media Quality – Readiness for Change; Behavioral – Scenario 1 -,117 ,517 Media Quality – Readiness for Change; Behavioral – Scenario 2 ,071 ,698 Communication Climate – Readiness for Change; Cognitive – Scenario 1 ,137 ,448 Communication Climate – Readiness for Change; Cognitive – Scenario 2 -,088 ,632 Communication Climate – Readiness for Change; Affective – Scenario 1 -,0,25 ,888 Communication Climate – Readiness for Change; Affective – Scenario 2 -,002 ,993 Communication Climate – Readiness for Change; Behavioral – Scenario 1 ,078 ,664 Communication Climate – Readiness for Change; Behavioral – Scenario 2 -,054 ,771
Table 8: Significant correlations 4.2.2 Simple regression
24 4.2.3 Multiple regression
25
CONCLUSION
5.1 Acceptation of hypotheses
The results unfortunately did not show statistical evidence for accepting the hypotheses. 5.2 Rejection of hypotheses
No significant correlations were found for hypotheses 1a, 1b, 1c, 3a and 3c. These hypotheses are rejected.
Hypothesis 1a: A higher level of Communication will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
Hypothesis 1b: A higher level Horizontal Informal Information will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
Hypothesis 1c: A higher level Media Quality will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
Hypothesis 3a: A higher level of General Organizational Perspective will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change Hypothesis 3c: A higher level of Relation with Supervisor will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change
5.2.1 Communication Climate and Readiness for Change (H1d)
The results show a negative correlation between Communication Climate and Readiness for Change. However regression analysis demonstrates that there is no causal relationship between these factors. Hypothesis 1d: A higher level of Communication Climate will lead to higher levels of Readiness for Change involving Cognitive, Affective and Behavioral attitudes toward change is therefore rejected.
5.2.2 Organizational Integration and Readiness for Change (H2)
The results show a negative correlation between Organizational Integration and Readiness for Change. However regression analysis demonstrates that there is no causal relationship between these factors. Hypothesis 2: A higher level of Organizational Integration will lead to higher levels of Readiness for Change involving Affective attitudes toward change is therefore rejected.
5.2.3 Personal Feedback and Readiness for Change (H3b)
26
DISCUSSION
The goal of this research was to investigate the effect of the Quality of Change communication on Readiness for Change. The basic assumption was that the better an organization handles its communication during a change process the more receptive employees are to change. The idea also was that Change communication could be measured using a more general approach by viewing change communication as the communication that takes place during a change process, not having the criteria to have explicit indications that it concerns organizational change.
Despite the fact that two different departments were used to conduct the research, making it possible to strengthen the outcomes and making them more general applicable, the findings of this paper however could not significantly support this assumption.
Scores on general communication could not predict the level of Readiness for Change on either the Cognitive, Affective of Behavioral level. So, despite the fact that many researchers agree on communication to be a vital part within a change process (Frahm and Brown, 2007; DiFonzo and Bordia, 1998; Lewis and Seibold, 1998; Schweiger & Denisi, 1991; Semeltzer, 1991) this did not show according to the results.
Readiness for Change is based on a number of contextual factors which play their part in how receptive a person is towards the proposed change (Armenakis and Harris, 2002; De Hoogh et al, 2005; Frahm and Brown, 2007; Hargreaves, 2005; Armenakis et al., 1993). However, another not to be forgotten factor is the content of the proposed change. For measuring Readiness for Change researchers use a questionnaire that is used on a certain target group and is linked to a scenario (Dunham et al, 1989; Armenakis et al, 1993). By using scenarios to predict readiness for change the scenario becomes a large variable. The Quality of Change communication can be at its highest level but if the proposed change just is not accepted Readiness for Change will always be low. For the Domestic Care Department for example the scenarios can be considered to be opposites. On the one hand more use of digitalization was proposed and on the other more contact moments with the supervisor was proposed. In this last scenario the Readiness for Change was much higher while the scores on change communication were the same.
Limitations and implications for future research
27 Implications for managers
28
REFERENCES
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Bordia, P., Jones, E., Gallois, C., Callan, V.J., DiFonzo, N. (2006) Management are aliens!:
Rumors and stress during organizational change, Group Organization Management, 31 (5): 601-621
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DiFonzo, N., Bordia, P., & Rosnow, R. L. (1994), Reining in rumors. Organizational Dynamics, 23: 47-62
DiFonzo, N. and Bordia, P. (1998), A tale of two Corporations: Managing Uncertainty During Organizational Change. Human Resource Management Journal, 37, 295-304
Downs, C.W. & Hazen, M.D. (1977), A factor analytic study of communication satisfaction. Journal of Business Communication, 14 (3): 63-73
Duck, J. D. (2001). Managing change: The art of balancing Harvard Business Review: 55-83 Dunham, R.B., Grube, J.A., Gardner, D.G., Cummings, L. L. & Pierce, J.L. (1989), The
inventory of change in organizational culture. Madison
Elving, W.J.L. (2005), The role of communication in organisational change, Corporate Communications: An International Journal, 10 (2): 129-138
Frahm, J.A. & Brown, K. A. (2005), Building an Change communication theory, Academy of Management Best Conference Thesis, 8 (4): 315-335 Frahm, J. & Brown, K. (2007), First steps: Linking Change communication to change
29 Hargreaves, A. (2005). Educational Change Takes Ages: Life, Career and Generational Factors in
Teachers‟ Emotional Responses to Educational Change. Teaching and Teacher Education, Vol. 21 (8), 967-983
Kotter, J.P. & L.A. Schlesinger. (2008). Choosing strategies for change. Harvard Business Review. 86:130-139
Lengel, R.H. & Daft, R.L. (1988). The Selection of Communication Media as an Executive Skill. Academy of Management Executive. 2 (3): 225-232
Lewis, L.K. and Seibold, D.R. (1998), “Reconceptualizing organisational change implementation as a communication problem: a review of literature and research agenda”. Roloff, M.E. (Ed.), Communication Yearbook 21, Sage, Beverly Hills: 93-151 Lewis, L.K., Schmisseur, A.M., Stephens, K.K., Weir, K.E. (2006), Advice on
communicating during organizational change; The content of popular press books, Journal of Business Communication, 34 (2): 113-137
Lewin, K. (1946) „Action Research and Minority Problems‟. Journal of Social Issues, 2 (4): 34-46
Metselaar, E.E. (1997). Assessing the willingness to change: Construction and validation of the DINAMO. Doctoral dissertation. Amsterdam: VU-huisdrukkerij. 0-184
Schweiger, D. M., & Denisi, A. S. (1991). Communicating with employees following a merger: a longitudinal field experiment. Academy of Management
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Semeltzer, L. R. (1991). An analysis of strategies for announcing organization wide change. Group and Organization Studies. 16: 5-24
Smeltzer, L. R., & Zener, M. F. (1992). Development of a model for announcing major layoffs. Group and Organization Management. 17: 446-472
30
APPENDIX 1: QUESTIONNAIRES
DOMESTIC CARE DEPARTMENT
Algemeen
Deze vragen gaan over uw achtergrond.
1 Wat is uw geslacht? □ Man □ Vrouw
2 Wat is uw leeftijd? …… jaar (eventueel mag een indicatie bijv. 40-45 ook) 3 Wat is uw hoogst voltooide opleiding? □ Basisschool □ LBO
□ MAVO □ MBO □ HAVO □ HBO □ VWO □ Universiteit 4 Wat is uw functie? ……….. ……….. ……….. 5 Hoe lang werkt u al bij deze organisatie? …… jaar …… maanden
6 Hoeveel uren werkt u gemiddeld per week bij deze organisatie …… uur 7 Heeft u toegang tot Internet*? □ Ja, thuis
(*=meerdere antwoorden mogelijk) □ Ja, via ………
(denk aan werk / bibliotheek / familieleden / etc.) □ Nee
Geachte medewerker,
In het kader van een onderzoek naar interne communicatie en veranderingsbereidheid vraag ik u deze vragenlijst in te vullen.
Het invullen duurt ongeveer 20 minuten. In eerste instantie lijken het misschien veel vragen, maar u zult merken dat de vragen gemakkelijk zijn en dat u de lijst snel in kunt vullen. Soms lijken vragen op elkaar. Toch wil ik u vragen alle vragen te beantwoorden.
Uw gegevens zullen vanzelfsprekend strikt vertrouwelijk behandeld worden en niemand anders dan mijzelf zal uw individuele antwoorden zien. Het uiteindelijke rapport bevat alleen informatie over voldoende grote groepen, zodat individuele antwoorden niet te achterhalen zijn.
Alvast bedankt voor uw medewerking en succes met de vragenlijst! Met vriendelijke groeten,
Jasper Alssema
31
De volgende vragen hebben betrekking op communicatie. Geef voor elke uitspraak aan in hoeverre u het eens bent met de betreffende stelling door het antwoord te omcirkelen dat voor u van
toepassing is. Sla s.v.p. geen stellingen over. Er zijn geen juiste en onjuiste antwoorden, het gaat om uw mening. Bij twijfel kunt u het beste afgaan op het eerste antwoord dat bij u opkomt.
Volledig Grotendeels Niet eens/ Grotendeels Volledig
mee mee niet mee mee
oneens oneens oneens eens eens
1) Mijn vragen worden altijd beantwoord 1 2 3 4 5 2) Mijn leidinggevende vertrouwd mij 1 2 3 4 5 3) Mijn team is in overeenstemming met elkaar 1 2 3 4 5 4) Ik ben tevreden met mijn baan 1 2 3 4 5 5) Mijn leidinggevende staat open voor ideeën 1 2 3 4 5 6) Ik ontvang voldoende informatie over voordelen
voor mij als medewerker en loon 1 2 3 4 5 7) Er gaan veel geruchten rond binnen
de organisatie 1 2 3 4 5 8) Communicatie met andere medewerkers binnen
de organisatie is nauwkeurig en wordt vrij
verspreid 1 2 3 4 5 9) Ik ontvang voldoende informatie over de
vereisten benodigd voor mijn baan 1 2 3 4 5 10) Geschreven richtlijnen en verslagen zijn altijd
helder en beknopt 1 2 3 4 5 11) Mijn leidinggevende luistert goed naar mij en
geeft mij voldoende aandacht 1 2 3 4 5 12) De leidinggevende geeft richting aan het oplossen
van werkgerelateerde problemen 1 2 3 4 5 13) Leidinggevenden geven niet een teveel
aan communicatie 1 2 3 4 5 14) Informatie die nodig is om mijn werk goed uit
te voeren wordt tijdig ontvangen 1 2 3 4 5 15) Ik ontvang voldoende informatie over het beleid
en de doelen van de organisatie 1 2 3 4 5 16) De houdingen ten opzichte van communicatie
binnen de organisatie zijn over het algemeen
gezond te noemen 1 2 3 4 5 17) Ik ontvang voldoende informatie over
afdelingsbeleid en doelen 1 2 3 4 5
32
Volledig Grotendeels Niet eens/ Grotendeels Volledig
mee mee niet mee mee
oneens oneens oneens eens eens
18) Vergaderingen zijn goed georganiseerd, duidelijk
en beknopt 1 2 3 4 5 19) Ik ontvang voldoende informatie over de stand
van zaken rondom de organisatie 1 2 3 4 5 20) De publicaties van de organisatie zijn interessant
en nuttig 1 2 3 4 5 21) De hoeveelheid aan communicatie binnen de
organisatie is goed 1 2 3 4 5 22) Mensen binnen mijn organisatie hebben
geweldige communicatie vaardigheden 1 2 3 4 5 23) Ik ontvang voldoende informatie over wat
er bereikt is en wat er fout is gegaan 1 2 3 4 5 24) Conflicten worden goed opgelost via daarvoor
geschikte communicatie kanalen 1 2 3 4 5 25) De gebruikte communicatie maakt dat ik mij
met de organisatie identificeer en/of dat ik mij een
onmisbaar onderdeel voel van het geheel 1 2 3 4 5 26) Ik ontvang voldoende informatie over mijn
vooruitgang in mijn werk 1 2 3 4 5 27) Ik ontvang voldoende informatie over
veranderingen in de organisatie 1 2 3 4 5 28) De communicatie vanuit het bedrijf motiveert
en stimuleert enthousiasme om de gestelde
doelen te behalen 1 2 3 4 5 29) De leidinggevende begrijpt en kent de
problemen waar werknemers tegenaan lopen 1 2 3 4 5 30) Er is erkenning van mijn inspanningen 1 2 3 4 5 31) Het is mij duidelijk waarop ik beoordeeld word 1 2 3 4 5 32) Ik word voldoende op de hoogte gehouden van
de manier waarop problemen in mijn werk
worden opgelost 1 2 3 4 5 33) Ik ontvang voldoende informatie over acties van
de overheid die gevolgen hebben voor de
33
Scenario 1: Informatie digitaal verkrijgbaar
Bij zorginstelling X heeft men de beschikking over nieuwe computer apparatuur. Men wil in de toekomst optimaal gebruik maken van deze moderne communicatietechniek. Een van de mogelijkheden van het nieuwe systeem is communiceren via de computer in de vorm van e-mail of in de vorm van een vaste plek op het internet waar alle informatie te vinden is.
Men wil toe naar een situatie waarbij er weinig tot geen overleggen meer op locaties in het werkveld zijn maar waarbij informatie en instructie is te verkrijgen via de computer.
Door op deze manier vaker en efficiënter te communiceren met de medewerkers verwacht men dat de betrokkenheid wordt vergroot doordat medewerkers beter worden geïnformeerd over voor hen interessante zaken.
De volgende vragen hebben betrekking op scenario 1. Geef voor elke uitspraak aan in hoeverre u het eens bent met de betreffende stelling door het antwoord te omcirkelen dat voor u van toepassing is. Sla s.v.p. geen stellingen over. Er zijn geen juiste en onjuiste antwoorden, het gaat om uw mening. Bij twijfel kunt u het beste afgaan op het eerste antwoord dat bij u opkomt.
Volledig Grotendeels Niet eens/ Grotendeels Volledig
mee mee niet mee mee
oneens oneens oneens eens eens
1) Ik zou naar een dergelijke verandering uitkijken
bij de zorginstelling waar ik werkzaam ben 1 2 3 4 5 2) De genoemde verandering zou de
zorginstelling waar ik werkzaam ben goed doen 1 2 3 4 5 3) Ik zou me verzetten tegen deze verandering 1 2 3 4 5 4) Ik vind deze verandering maar niks 1 2 3 4 5 5) De meeste mensen betrokken bij de zorginstelling
waar ik werkzaam ben zullen profiteren van deze
verandering 1 2 3 4 5 6) Ik zou geneigd zijn deze verandering uit te
proberen 1 2 3 4 5 7) De verandering zou me frustreren als het
de zorginstelling betrof waar ik werkzaam ben 1 2 3 4 5 8) De verandering zou mij helpen om mijn werk
beter te doen 1 2 3 4 5 9) Ik zou de verandering steunen 1 2 3 4 5 10) De verandering stimuleert mij 1 2 3 4 5 11) Andere mensen zouden denken dat ik een
voorstander ben van deze verandering 1 2 3 4 5 12) Ik zou deze verandering aan willen raden voor
de zorginstelling waar ik werkzaam ben 1 2 3 4 5
34
Volledig Grotendeels Niet eens/ Grotendeels Volledig
mee mee niet mee mee
oneens oneens oneens eens eens
13) De hier genoemde veranderingen
zijn irritatie verhogend 1 2 3 4 5 14) De verandering zal bijdragen aan het
verbeteren van onbevredigende situaties binnen
de zorginstelling waar ik werkzaam ben 1 2 3 4 5 15) Ik zou alles in het werk stellen om deze
verandering te steunen 1 2 3 4 5 16) Ik zou het doorlopen van deze
verandering als prettig ervaren 1 2 3 4 5 17) Ik zou profiteren van deze verandering 1 2 3 4 5 18) Ik zou twijfelen om een dergelijke verandering
door te voeren 1 2 3 4 5 Scenario 2: Meer overleg
Bij zorginstelling Y wil men in de toekomst het liefst zo weinig mogelijk gebruik maken van de automatiseringsmogelijkheden. De leidinggevenden van deze zorginstelling zullen om die reden maandelijks overleg voeren met medewerkers die verspreid zijn over het hele land en zullen altijd aanspreekbaar zijn.
Cliënten worden regelmatig bezocht door de leidinggevenden en medewerkers krijgen wekelijks een nieuwsbrief thuis gestuurd. Het jaarlijkse functioneringsgesprek wordt vanaf nu door de leidinggevenden gehouden op een locatie in de buurt van de medewerker.
Van zowel de medewerker als de leidinggevende wordt de nodige inzet verwacht om te blijven overleggen.
De volgende vragen hebben betrekking op scenario 2. Geef voor elke uitspraak aan in hoeverre u het eens bent met de betreffende stelling door het antwoord te omcirkelen dat voor u van toepassing is. Sla s.v.p. geen stellingen over. Er zijn geen juiste en onjuiste antwoorden, het gaat om uw mening. Bij twijfel kunt u het beste afgaan op het eerste antwoord dat bij u opkomt.
Volledig Grotendeels Niet eens/ Grotendeels Volledig
mee mee niet mee mee
oneens oneens oneens eens eens
1) Ik zou naar een dergelijke verandering uitkijken
bij de zorginstelling waar ik werkzaam ben 1 2 3 4 5 2) De genoemde verandering zou de
zorginstelling waar ik werkzaam ben goed doen 1 2 3 4 5 3) Ik zou me verzetten tegen deze verandering 1 2 3 4 5 4) Ik vind deze verandering maar niks 1 2 3 4 5 5) De meeste mensen betrokken bij de zorginstelling
waar ik werkzaam ben zullen profiteren van deze
verandering 1 2 3 4 5 6) Ik zou geneigd zijn deze verandering uit te
proberen 1 2 3 4 5 7) De verandering zou me frustreren als het
35
Volledig Grotendeels Niet eens/ Grotendeels Volledig
mee mee niet mee mee
oneens oneens oneens eens eens
8) De verandering zou mij helpen om mijn werk
beter te doen 1 2 3 4 5 9) Ik zou de verandering steunen 1 2 3 4 5 10) De verandering stimuleert mij 1 2 3 4 5 11) Andere mensen zouden denken dat ik een
voorstander ben van deze verandering 1 2 3 4 5 12) Ik zou deze verandering aan willen raden voor
de zorginstelling waar ik werkzaam ben 1 2 3 4 5 13) De hier genoemde veranderingen
zijn irritatie verhogend 1 2 3 4 5 14) De verandering zal bijdragen aan het
verbeteren van onbevredigende situaties binnen
de zorginstelling waar ik werkzaam ben 1 2 3 4 5 15) Ik zou alles in het werk stellen om deze
verandering te steunen 1 2 3 4 5
16) Ik zou het doorlopen van deze
verandering als prettig ervaren 1 2 3 4 5 17) Ik zou profiteren van deze verandering 1 2 3 4 5 18) Ik zou twijfelen om een dergelijke verandering
door te voeren 1 2 3 4 5
36
CARE AND NURSING DEPARTMENT
Algemeen
Deze vragen gaan over uw achtergrond.
1 Wat is uw geslacht? □ Man □ Vrouw
2 Wat is uw leeftijd? …… jaar (eventueel mag een indicatie bijv. 40-45 ook) 3 Wat is uw hoogst voltooide opleiding? □ Basisschool □ LBO
□ MAVO □ MBO □ HAVO □ HBO □ VWO □ Universiteit 4 Wat is uw functie? ……….. ……….. ……….. 5 Hoe lang werkt u al bij deze organisatie? …… jaar …… maanden
6 Hoeveel uren werkt u gemiddeld per week bij deze organisatie …… uur 7 Heeft u toegang tot Internet? □ Ja, thuis
□ Ja, via ……… (denk aan werk / bibliotheek / familieleden / etc.) □ Nee
Geachte medewerker,
In het kader van een onderzoek naar interne communicatie en veranderingsbereidheid vraag ik u deze vragenlijst in te vullen.
Het invullen duurt ongeveer 20 minuten. In eerste instantie lijken het misschien veel vragen, maar u zult merken dat de vragen gemakkelijk zijn en dat u de lijst snel in kunt vullen. Soms lijken vragen op elkaar. Toch wil ik u vragen alle vragen te beantwoorden.
Uw gegevens zullen vanzelfsprekend strikt vertrouwelijk behandeld worden en niemand anders dan mijzelf zal uw individuele antwoorden zien. Het uiteindelijke rapport bevat alleen informatie over voldoende grote groepen, zodat individuele antwoorden niet te achterhalen zijn.
Alvast bedankt voor uw medewerking en succes met de vragenlijst! Met vriendelijke groeten,
Jasper Alssema
37
De volgende vragen hebben betrekking op communicatie. Geef voor elke uitspraak aan in hoeverre u het eens bent met de betreffende stelling door het antwoord te omcirkelen dat voor u van
toepassing is. Sla s.v.p. geen stellingen over. Er zijn geen juiste en onjuiste antwoorden, het gaat om uw mening. Bij twijfel kunt u het beste afgaan op het eerste antwoord dat bij u opkomt.
Volledig Grotendeels Niet eens/ Grotendeels Volledig
mee mee niet mee mee
oneens oneens oneens eens eens
34) Mijn vragen worden altijd beantwoord 1 2 3 4 5 35) Mijn leidinggevende vertrouwd mij 1 2 3 4 5 36) De aan mij gegeven supervisie is voldoende 1 2 3 4 5 37) Mijn team is in overeenstemming met elkaar 1 2 3 4 5 38) Mijn teamleden zijn ontvankelijk voor
aanwijzingen gegeven van bovenaf 1 2 3 4 5 39) De teamleden zijn ontvankelijk voor
evaluaties, suggesties en kritiek 1 2 3 4 5 40) Ik ben tevreden met mijn baan 1 2 3 4 5 41) Mijn leidinggevende staat open voor ideeën 1 2 3 4 5 42) Teamleden voelen zich verantwoordelijk
om het initiatief te nemen om naar boven toe te
communiceren 1 2 3 4 5 43) Teamleden spelen in op mijn behoefte aan
informatie 1 2 3 4 5 44) Ik ontvang voldoende informatie over voordelen
voor mij als medewerker en loon 1 2 3 4 5 45) Er gaan veel geruchten rond binnen
de organisatie 1 2 3 4 5 46) Communicatie met andere medewerkers binnen
de organisatie is nauwkeurig en wordt vrij
verspreid 1 2 3 4 5 47) Ik ontvang voldoende informatie over de
vereisten benodigd voor mijn baan 1 2 3 4 5 48) Geschreven richtlijnen en verslagen zijn altijd
helder en beknopt 1 2 3 4 5 49) Mijn leidinggevende luistert goed naar mij en
geeft mij voldoende aandacht 1 2 3 4 5 50) De leidinggevende geeft richting aan het oplossen
van werkgerelateerde problemen 1 2 3 4 5
38
Volledig Grotendeels Niet eens/ Grotendeels Volledig
mee mee niet mee mee
oneens oneens oneens eens eens
51) De binnen de organisatie gebruikte communicatie
middelen zijn toepasbaar in geval van noodsituaties 1 2 3 4 5 52) Leidinggevenden geven niet een teveel
aan communicatie 1 2 3 4 5 53) Informatie die nodig is om mijn werk goed uit
te voeren wordt tijdig ontvangen 1 2 3 4 5 54) Ik ontvang voldoende informatie over het beleid
en de doelen van de organisatie 1 2 3 4 5 55) De houdingen ten opzichte van communicatie
binnen de organisatie zijn over het algemeen
gezond te noemen 1 2 3 4 5 56) Ik ontvang voldoende informatie over
afdelingsbeleid en doelen 1 2 3 4 5 57) Vergaderingen zijn goed georganiseerd, duidelijk
en beknopt 1 2 3 4 5 58) Ik ontvang voldoende informatie over de stand
van zaken rondom de organisatie 1 2 3 4 5 59) Ik ontvang voldoende nieuws over personeelsleden 1 2 3 4 5 60) De publicaties van de organisatie zijn interessant
en nuttig 1 2 3 4 5 61) De hoeveelheid aan communicatie binnen de
organisatie is goed 1 2 3 4 5 62) Mensen binnen mijn organisatie hebben
geweldige communicatie vaardigheden 1 2 3 4 5 63) Ik ontvang voldoende informatie over wat
er bereikt is en wat er fout is gegaan 1 2 3 4 5 64) Conflicten worden goed opgelost via daarvoor
geschikte communicatie kanalen 1 2 3 4 5 65) De gebruikte communicatie maakt dat ik mij
met de organisatie identificeer en/of dat ik mij een
onmisbaar onderdeel voel van het geheel 1 2 3 4 5 66) Ik ontvang voldoende informatie over mijn
vooruitgang in mijn werk 1 2 3 4 5 67) Ik ontvang voldoende informatie over
veranderingen in de organisatie 1 2 3 4 5 68) De communicatie vanuit het bedrijf motiveert
en stimuleert enthousiasme om de gestelde
doelen te behalen 1 2 3 4 5 69) De leidinggevende begrijpt en kent de
39
Volledig Grotendeels Niet eens/ Grotendeels Volledig
mee mee niet mee mee
oneens oneens oneens eens eens
72) Ik word voldoende op de hoogte gehouden van de manier waarop problemen in mijn werk
worden opgelost 1 2 3 4 5 73) Ik ontvang voldoende informatie over acties van
de overheid die gevolgen hebben voor de
organisatie 1 2 3 4 5 74) Ik ontvang voldoende informatie over hoe mijn
baan in verhouding staat tot andere banen binnen
de organisatie 1 2 3 4 5
Scenario 1: Ontwikkeling van het Elektronisch cliëntendossier
Ontwikkelingen in de gezondheidszorg volgen elkaar snel op. Sinds 2003 wordt er door het Ministerie van Volksgezondheid gecommuniceerd over het invoeren van het elektronisch cliëntendossier. Zorginstelling X zal in de toekomst overstappen op een dergelijk dossier.
Wat is een elektronisch cliënten dossier?
Een cliëntendossier die digitaal (via de computer) beschikbaar is voor verschillende hulpverleners en disciplines in de gezondheidszorg. Het doel hiervan is zorgdragen dat het cliëntendossier digitaal beschikbaar is voor alle medewerkers die toestemming hebben voor inzage. Ook kunnen alle medewerkers, mits zij toestemming hebben van de cliënt, informatie opvragen of noteren in het systeem.
Wat komt er te staan in het elektronisch cliënten dossier (ECD)
Het ECD vervangt de papieren zorgmappen die tot dusver werden gebruikt voor de cliënten. Alle informatie die tot dusver in die mappen terecht kwam, wordt door de medewerkers op de computer ingevoerd. Het gaat om gegevens van cliënten waarbij ook andere disciplines inzage in krijgen mits zij toestemming krijgen van de cliënt, verder staan er administratieve zaken in zoals het adres, de gezinssamenstelling, en andere relevante informatie voor de zorgverlening.
Wie hebben toegang tot het ECD?
Alleen artsen, verpleegkundigen en verzorgenden mogen de dossiers inzien. Deze medewerkers zijn gebonden aan het beroepsgeheim. Er komen duidelijk afspraken over het gebruik van de elektronisch cliënten dossier waarbij de privacy van de cliënt altijd zal worden gewaarborgd.
Het elektronische dossier staat op Internet. De toegang is beveiligd, de stukken zelf zijn versleuteld en alleen voor een geautoriseerde persoon leesbaar. De gegevens worden niet op schijfjes opgeslagen. De cliënt heeft inzage in hun eigen dossier .De privacy van alle cliënten gegevens wordt gegarandeerd.
De volgende vragen hebben betrekking op het bovenstaande scenario (scenario 1). Geef voor elke uitspraak aan in hoeverre u het eens bent met de betreffende stelling door het antwoord te
omcirkelen dat voor u van toepassing is. Sla s.v.p. geen stellingen over. Er zijn geen juiste en onjuiste antwoorden, het gaat om uw mening. Bij twijfel kunt u het beste afgaan op het eerste antwoord dat bij u opkomt.
