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This exploratory study seeks to examine the impact of an organization's experiential change program (ECP) on participants' affective outcomes. Considering the design and learning objectives of the research organization's ECP, it aims to examine five affective outcomes: organizational alignment, organizational engagement, organizational identification, motivation to change, and job motivation.

Pre‐ and post‐assessments were completed by mid‐level managers at the research organization. Scores were examined to measure any significant differences between their affective outcomes before and after participating in the ECP.

Results revealed significant increases across all five affective outcomes with organizational alignment demonstrating the largest change. The theoretical and practical significance behind these findings is discussed.

This study extends the landscape of literature on divergent types of implementation methods used to bring about organizational change. Further, this exploratory valuation study offers preliminary evidence underscoring the utility of ECPs.

This study seeks to explore whether McGregor's Theory X/Y assumptions are related to managers’ communication apprehension (CA) – their degree of comfort when interacting with others.

Surveys measuring Theory X/Y assumptions and CA were administered to 281 full‐time managers from divergent industries across the USA. Hypotheses were tested using correlations.

Moderate scores on the Theory X scale were positively correlated with traitlike CA and CA in interpersonal contexts. Managers’ total and high scores on the Theory Y scale were negatively correlated with traitlike CA and CA in groups, interpersonal conversations, and meetings. Moderate scores on the Theory Y scale were positively correlated with CA in groups. Low scores on the Theory Y scale were positively correlated with traitlike CA and CA in interpersonal and public speaking settings.

This study extends the broad landscape of literature on management communication. Findings deepen our understanding of how managers’ communicative dispositions are linked to their Theory X/Y assumptions.

This study aims to explore whether McGregor's theory X/Y assumptions are determinants of managers' propensity for participative decision making (PDM).

Surveys measuring theory X/Y assumptions and propensity for PDM were administered to 144 full‐time managers from divergent industries across the USA. The hypotheses were tested using linear regressions.

Results generally support McGregor's assertion that managers' theory X/Y assumptions are linked to PDM. Findings suggest that theory X managers perceive that PDM negatively impacts their power while theory Y managers perceive a positive consequence of soliciting employee participation on their supervisory power and organizational effectiveness.

Although respondents represented diverse industries and organizations, the use of convenience sampling may temper generalizability of the findings. Also, the use of self‐reports may have elicited socially desirable responses. Greater attention is needed from researchers and practitioners to understand how managers' assumptions influence the adoption or avoidance of PDM.

Findings suggest that managers' predisposition for PDM is predicted to a large extent by their theory X/Y assumptions. These results provide a compelling case for managers to continuously question their assumptions about employees and critically examine whether their biases influence their decision‐making practices.

This study expands the landscape of PDM literature, adding further evidence that individual‐difference variables, in this case theory X/Y assumptions, greatly influence supervisors' biases about employee participation.

The purpose of this paper is to report the findings of the Confidential Inquiry into premature deaths of people with intellectual disabilities (CIPOLD) in relation to the Mental Capacity Act (England and Wales) (MCA) 2005.

CIPOLD reviewed the deaths of all known people with intellectual disabilities (ID) aged four years and over who had lived in the study area and died between 2010 and 2012.

The deaths of 234 people with ID aged 16 years and over were reviewed. There were two key issues regarding how the MCA was related to premature deaths of people with ID. The first was of the lack of adherence to aspects of the Act, particularly regarding assessments of capacity and best interests decision-making processes. The second was a lack of understanding of specific aspects of the Act itself, particularly the definition of “serious medical treatment” and in relation to Do Not Attempt Cardiopulmonary Resuscitation guidelines.

CIPOLD did not set out to specifically evaluate adherence to the MCA. It may be that there were other aspects relating to the MCA that were of note, but were not directly related to the deaths of individuals.

Addressing the findings of the Confidential Inquiry in relation to the understanding of, and adherence to, the MCA requires action at national, local and individual levels. Safeguarding is everyone's responsibility, and in challenging decision-making processes that are not aligned with the MCA, the authors are just as effectively protecting people with ID as are when the authors report wilful neglect or abuse.

CIPOLD undertook a retrospective, detailed investigation into the sequence of events leading to the deaths of people with ID. To the authors’ knowledge, this is the first time that such research has associated a lack of adherence to the MCA to premature deaths within a safeguarding framework.

Past research has been concerned with finding reasons for failure of organizational changes and the role of employees in it. Whether employees hinder or support organizational change depends not only on the organizational context, but also on individual predispositions and the change communication employees experience during the process. The purpose of this paper is to test how these three categories affect employees’ attitudes toward the change as well as their tendency to show resistance or to support it.

An online survey (n=608) of German employees who were recently subject to a change in their workplace was conducted.

With respect to individual predispositions and organizational context, the results show that in particular skepticism, openness, engagement and influence on decisions are relevant predictors. Change communication variables (e.g. involvement, participation and appreciation) explain the largest share of variance, indicating that transparent communication and including employees in the process result in positive attitudes toward change and support.

This study adds to the discussion about which factors determine the support or resistance to organizational change by identifying relevant predictors, organizing them along three categories and testing them concurrently.

The purpose of this paper is to summarize a series of studies conducted by the Center for Organizational Development and Leadership at Rutgers University from 2003‐2005. Motivating these studies is the recognition that organizational self‐assessment programs such as the Malcolm Baldrige program have achieved prominence and popularity. The paper seeks to focus on the value of the Baldrige program, and, more specifically, the impact of the Excellence in Higher Education (EHE) approach, an adaptation of the Malcolm Baldrige framework tailored specifically for colleges and universities.

This paper reports on a two‐phase investigation of six independent university departments that participated in separate Baldrige/EHE assessment workshops. Through a web‐based survey and in‐person interviews we were interested to discover participants' perceptions of the assessment process, the extent of knowledge acquisition, and extent of organizational change.

Findings suggest that self‐assessment does result in the acquisition of a knowledge and theory base; and leads to the identification of strengths and improvement needs. Results also indicate that in a majority of the departments, the assessment program initiated a genuine commitment to organizational change, one that led to a number of tangible improvements.

Enhancing our understanding of the relationship between knowledge acquisition and change is one of the most fundamental and enduring pursuits of social science – one that is absolutely central to organizational development. This study provides an empirical investigation of how these dynamics operate during organizational self‐assessment, an increasingly popular leadership tool for advancing institutions of all kinds.

The purpose of this paper is to determine whether managers who are not in top management perceive change-related voice from their work group as support and whether this perception is an explaining mechanism that can predict the managers' behavioral support for change. Such voice can be a valuable asset for managers during change.

Lower and middle managers' perceptions of subordinates' support is investigated as mediator in the relationship between group change-related voice and managers' behavioral support for change. Seventy managers who were experiencing organizational change completed a survey at two points in time. Data were analyzed using regression analyses and the bootstrapping approach.

Managers perceive promotive but not prohibitive group change-related voice as support. Perceived subordinate support serves as explaining mechanism in the relationship between promotive group change-related voice and managers' championing behavior.

The study's results have practical implications, as insights are gained into how managers react to upward communication from the work group and how such communication influences managers' reaction to change. These insights can be used to facilitate effective participation during change, as it creates sensitivity to managers as recipients of change.

Research on how managers react to change-related ideas and concerns is scarce. The study extends current research on organizational change by investigating the impact of subordinates' communications on managers' reaction to change. Research on voice is enriched by focusing on the voice-receiving process.

The purpose of this paper is to further adaptive structuration theory (AST) by associating technological appropriations with health information technology workarounds. The author argues that appropriating electronic health record (EHR) technology ironically – in a way other than it is designed to be used – and divergently across an organization results in enhanced perceptions of EHR technology and its implementation.

Data were collected from 345 healthcare employees in a single healthcare organization that was switching to EHRs from paper records. Two major constructs of AST – unfaithfulness and dissension in appropriation – were operationalized and analyzed using multivariate regressions to test the relationship between the type of appropriation and perceptions of EHR technology’s relative advantage and implementation success.

Results reveal that both ironic (unfaithful) technological appropriation and dissension in technological appropriation across the organization predicted employees’ perceptions of EHR’s relative advantage and perceptions of EHR implementation success. Furthermore, physicians are the least likely to perceive EHR’s relative advantage or EHR implementation success. These results exemplify that EHR workarounds are taking place and reaffirm AST’s principle that employees evolve technology to better suit their working environments and preferences.

The survey and scales used in this study further demonstrate that there are meaningful statistical measures to accompany the qualitative methods frequently used in the AST literature. In addition, this paper expands AST research by exploring the positive outcomes that follow ironic and divergent technology appropriations.

The purpose of the paper is to study the turnover intention of employees during the phenomenon of resistance to change. The paper examines the mediating role of burnout in the relationship of resistance of change to turnover intention and the moderating role of perceived organizational support in this relationship.

The empirical data of the study has been collected via cross-sectional data collection method and include responses from 410 employees. The moderation mediation analysis has been done using the SPSS macro process.

The paper finds that resistance to change is an antecedent to the turnover intention which often represents employees' voluntary turnover in the future. This relationship of resistance to change and turnover intention is explained by burnout. However, the study establishes perceived organizational support as moderator, and with high POS, strength of this relationship will be reduced.

This paper contributes by examining the burnout as an intervening variable in the relationship of resistance to change and turnover intention and perhaps establishes for the first time the moderating role of perceived organizational support in reducing the influence of resistance to change on turnover intention, since retaining employees is of value to the organization.