Background: Healthcare organizations are undergoing unusual changes. Implementation of changes may affect the performance of employees during and after change. Organizational changes in health care are more likely to succeed when health care professionals can influence the change, feel prepared for the change, and recognize the value of the change, including perceiving the benefit of the change for patients. Assessing the implementation of organizational changes will help to identify positive areas and shortcomings that require for the future improvement. Aim of the study: This study aims to identify the factors that influence changes in healthcare organization and evaluating the employees’ perceptions concerning to organizational changes. Subjects and Methods: A Cross-Sectional design. Undertaken at specialized hospital, Makkah, Saudi Arabia. Sample collected from 400 healthcare workers by using a survey instrument which was designed based on the initial interviews carried out from the experts in the health care organization. Results: The highest rated dimensions among implementation of organizational changes are Individual personality, Team collaboration, Team communication, openness to change, goals and objectives, organizational architecture, overall satisfaction, and effective leadership respectively. The result proved the relationship between implementation of organizational changes and staff positions, professional role, and work experience. Nurses and physician have found the highest mean score compared to allied health workers. Conclusion: This study found the strength and areas of improvement on implementation of organizational changes in the healthcare settings. Individual personality, good team collaboration and communication, employee openness to change, employee known their goals and objectives, good leadership and overall satisfaction can contribute the implementation of organizational changes in the healthcare settings. This study recommends the health care leaders to evaluate area of concerns to implement changes in the organization.
| [1] | Nilsen, P. et al. (2020). ‘Characteristics of successful changes in health care organizations: an interview study with physicians, registered nurses and assistant nurses’, BMC Health Services Research, 20(1), p. 147.View Article PubMed |
| [2] | Mosadeghrad, A. and Ansarian, M. (2014). ‘Why do organisational change programmes fail?’, International Journal of Strategic Change Management, 5, p. 189.View Article |
| [3] | Gadolin, C. (2017). ‘The Logics of Healthcare - In Quality Improvement Work’. Available at: http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-13418 (Accessed: 12 February 2021). |
| [4] | Thimbleby, H. (2013). ‘Technology and the future of healthcare’, Journal of Public Health Research, 2(3), p. e28.View Article PubMed |
| [5] | Nilsen, P. et al. (2019). ‘Implementation of change in health care in Sweden: a qualitative study of professionals’ change responses’, Implementation Science: IS, 14.View Article PubMed |
| [6] | Cohen, M.B., McWilliams, J., 2020. Coch, Lester, and John R. P. French Jr.: Overcoming Resistance to Change, in: Szabla, D.B. (Ed.), The Palgrave Handbook of Organizational Change Thinkers. Springer International Publishing, Cham, pp. 1-11.View Article |
| [7] | Elizur, D. and Guttman, L. (1976) ‘The Structure of Attitudes toward Work and Technological Change within an Organization’, Administrative Science Quarterly, 21(4), pp. 611-622.View Article |
| [8] | Oreg, S., Vakola, M. and Armenakis, A. (2011). ‘Change Recipients’ Reactions to Organizational Change: A 60-Year Review of Quantitative Studies’, The Journal of Applied Behavioral Science, 47(4), pp. 461-524.View Article |
| [9] | Rafferty, A. E. and Griffin, M. A. (2006). ‘Perceptions of organizational change: A stress and coping perspective’, Journal of Applied Psychology, 91(5), pp. 1154-1162.View Article PubMed |
| [10] | Fleuren, M., Wiefferink, K. and Paulussen, T. (2004). ‘Determinants of innovation within health care organizations: literature review and Delphi study’, International Journal for Quality in Health Care: Journal of the International Society for Quality in Health Care, 16(2), pp. 107-123.View Article PubMed |
| [11] | Janet Firth Jenni Jones (2019). Measuring factors affecting implementation of health innovations: a systematic review of structural, organizational, provider, patient, and innovation level measures | Implementation Science | Full Text. Available at: https://implementationscience.biomedcentral.com/articles/10.1186/1748-5908-8-22 (Accessed: 14 February 2021). |
| [12] | Chaudoir, S. R., Dugan, A. G. and Barr, C. H. (2013). ‘Measuring factors affecting implementation of health innovations: a systematic review of structural, organizational, provider, patient, and innovation level measures’, Implementation Science, 8(1), p. 22.View Article PubMed |
| [13] | Appelbaum, S. H. et al. (2017). ‘Factors that impact the success of an organizational change: a case study analysis’, Industrial and Commercial Training, 49(5), pp. 213-230.View Article |
| [14] | Abramson, M. A. and Lawrence, P. R. (2001). ‘The challenge of transforming organizations: Lessons learned about revitalizing organizations’, Transforming organizations, pp. 1-10. |
| [15] | Grama, B. S. (2013) ‘Cynicism in Organizational Change’, SEA – Practical Application of Science, I(02), pp. 107-111. |
| [16] | Jean M. Bartunek, et al. (2006) On the Receiving End: Sense making, Emotion, and Assessments of an Organizational Change. Available at: https://journals.sagepub.com/doi/abs/10.1177/0021886305285455?ssource=mfr&rss=1& (Accessed: 29 August 2021). |
| [17] | Young GJ. (2001). Transforming the Veterans Health Administration: the revitalization of VHA. In: Abramson MA, Lawrence PR, editors. Transforming organizations. Lanham: Rowan & Littlefield; 2001. p. 139-72. |
| [18] | Burke, W. W. (2002). Organization Change: Theory and Practice. SAGE Publications. |
