Date on Master's Thesis/Doctoral Dissertation

12-2023

Document Type

Doctoral Dissertation

Degree Name

Ph. D.

Department

Health Management and Systems Sciences

Degree Program

Public Health Sciences with a specialization in Health Management, PhD

Committee Chair

Jennings, J'Aime

Committee Member

Carini, Robert

Committee Member

Creel, Liza

Committee Member

McCart, Andrew

Author's Keywords

Organizational readiness; organizational change; change valence; Saudi Arabia; change management

Abstract

BACKGROUND: To respond to the constantly changing environment and developments of healthcare, leaders of healthcare organizations have been trying to introduce and implement transformations that allow their organizations to be able to operate effectively and efficiently to meet the shifts in healthcare demand and to deal with new patterns of health issues, comply with the new policies, and to enhance their present in the market. Thus, it is important for managers to determine the level of readiness for implementing organizational changes from to perspectives. These perspectives include organizational readiness for change and individual readiness for change. METHOD: This first manuscript used primary data collected from the employees of a 135-bed hospital in Saudi Arabia to evaluate organizational readiness for change. In the second manuscript, we used primary data collected from healthcare workers in Saudi Arabia to assess readiness for organizational change. The final manuscript used the same data collected for the second paper to evaluate the mediating role of readiness of change in the relationship between management support for change and commitment to change among healthcare workers in Saudi Arabia. FINDINGS: In the first manuscript, the findings of the partial least square structural equation model showed that change valence and informational assessment were found statistically significant as they explained 36.3% of variance in organizational readiness for change. In the analysis of individual readiness for change, discrepancy, personal benefits, and self-efficacy had significant contribution to the individual readiness for change. Lastly, in the third manuscript, a complementary mediating role by individual readiness for change was found in the relationship between management support for change and commitment to change of healthcare workers in Saudi Arabia. CONCLUSION: Our findings suggest that change valence and informational assessment contribute significantly to organizational readiness for change. A more a more comprehensive look at factors affecting organizational readiness and the ability of healthcare organizations to carry out changes is needed to examine what additional factors play important role in enhancing organizational readiness for change. In addition, our findings indicated that workers tend to consider what is in return for them when their organizations a certain change. Individual readiness for change was found as a factor that improve commitment to change among healthcare employees. Further empirical studies are needed to examine possible roles of other factors affecting individual readiness for change and commitment to change.

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