Purpose The purpose of this paper is to examine the influence of organizational level on employees' perceptions and reactions to a complex organizational change involving proposed work force redesign, downsizing and a physical move to a new hospital. Design/methodology/approach Participants included executives, supervisory and nonsupervisory staff in a major tertiary hospital. Recorded indepth interviews were conducted with 61 employees about the positive and negative aspects of the change. Findings A total of 12 themes were identified from content coding, including emotional responses and attitudes toward the change, issues about the management of the change process and about change outcomes. Supervisory and nonsupervisory staff referred more to conflict and divisions, and expressed more negative attitudes toward the change, than did executives. Executives and supervisory staff focused more on planning challenges and potential outcomes of the change than did nonsupervisory staff. Finally, compared to other staff, executives focused more on participation in the change process and communication about the change process. Research limitations/implications This study examines the organizational change at only one time point in one organization. Perceptions of the change may change over time, and other identities like professional identity may influence perceptions. Practical implications These findings suggest that change agents should consider the needs of different organizational groups in order to achieve effective and successful organizational change. Originality/value This study clearly shows the impact of organizational level, identifying similarities and differences in perceptions of change across level.
- Emotional intelligence
- Learning organizations
ASJC Scopus subject areas
- Business, Management and Accounting (miscellaneous)
- Organizational Behavior and Human Resource Management