Relationship between Organizational Resilience and Change Management At Lahore Leads University
DOI:
https://doi.org/10.62997/psi.2024a-31052Keywords:
Organizational Resilience, Change Management, Management EffectivenessAbstract
The purpose of the study was to explore the relationship between change management and organizational resilience at Lahore Leads University. Lahore Leads University has four faculties: business, engineering, computer science, and the humanities and social sciences. A multistage sampling approach was used to choose the faculty of humanities and social sciences. Out of the four faculties of Lahore Leads University, the faculty of the humanities and social sciences was chosen for the sample of the s study in the first stage using a stratified sampling technique, and in the second stage, a census sampling technique was used. A self-developed instrument was used to gather data from all faculty members of humanities and social sciences. Data for the study was collected using a quantitative survey approach. SPSS (Statistical Packages for Social Sciences) was used to examine the data. The data was calculated and analyzed using descriptive statistics. To improve faculty, staff, and students' capacity to adjust to change and support initiatives aimed at fostering resilience, universities would regularly offer training, workshops, and development programs. The establishment of quarterly management reviews and monthly faculty meetings may be something the quality management team wants to reconsider. To make meetings more enjoyable, they might wish to add additional team-building exercises.
References
Adewale, A. S., Jamil, H., & Khadijah, A.-S. (2019). Leadership self-efficacy, change-oriented behavior, and organizational citizenship behavior: The moderating effect of experience. International Journal of Higher Education, 8(4), 36. https://doi.org/10.5430/ijhe.v8n4p36
Ali, A., & Farah, A. (2019). Factors affecting job satisfaction among university teachers in Pakistan: A case study of Lahore Leads University. International Journal of Educational Management, 33(6),1234-1248.
Aljohani, M. R. (2016). Change management. International Journal of Scientific & Technology Research, 5, 319-323. https://www.ijstr.org/final-print/may2016/Change-Management.pdf
Barasa, E., Mbau, R., & Gilson, L. (2018). What is resilience and how can it be nurtured? A systematic review of empirical literature on organizational resilience. International journal of health policy and management, 7(6), 491. https://doi.org/10.15171/ijhpm.2018.06
Butt, F. S., Nawab, S., & Zahid, M. (2018). Organizational factors and individual effectiveness: moderating role of change management. Pakistan Journal of Psychological Research,14(3) 75- 100. https://pjpr.scione.com/newfiles/pjpr.scione.com/133/133-PJPR_1.pdf
Chen, R., Xie, Y., & Liu, Y. (2021). Defining, conceptualizing, and measuring organizational resilience: A multiple case study. Sustainability, 13(6), 2517-2527. https://doi.org/10.3390/su13052517
Cummings, S., Bridgman, T., & Brown, K. G. (2015). Unfreezing change as three steps: Rethinking Kurt Lewin‘s legacy for change management. Human Relations, 69(1), 33–60. https://doi.org/10.1177/0018726715577707
Flores, M, I. (2022). Organizational Resilience and Change Management: Inputs to Management Effectiveness. International Journal of Research and Scientific Innovation, 9(9), 2321-2705. https://rsisinternational.org/journals/ijrsi/digital-library/volume-9-issue-9/73-112.pdf
Grimolizzi-Jensen, C. J. (2017). Organizational change: Effect of motivational interviewing on Readiness to Change. Journal of Change Management, 18(1), 54–69. https://doi.org/10.1080/14697017.2017.1349162
Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291–298. https://doi.org/10.1016/j.ijproman.2014.08.005
Patriarca, R., Di Gravio, G., Costantino, F., & Falegnami, A. (2018). An Analytic Framework to Assess Organizational Resilience. Safety and Health at Work, 9(7), 265-276. https://doi.org/10.1016/j.shaw.2017.10.005
Tamunomieb, D. M., & Lawrence, D. (2020). Change management and organizational resilience. International Journal of Innovation Research and Advanced Studies,7(2),158 https://www.ijiras.com/2020/Vol_7-Issue_2/paper_23.pdf
Tamunomieb, D. M., (2018). Ethics training as a predictor of organizational resilience in tertiary health institutions in Bayelsa State, Nigeria. International Journal of Social Sciences and Management Research, 4(2), 58–65. https://www.iiardjournals.org/abstract.id=1253
Thompson, B. S., & Audrey Korsgaard, M. (2019). Relational identification and forgiveness: Facilitating relationship resilience. Journal of Business and Psychology, 34(5), 153–167. https://doi.org/10.1007/s10869-018-9533-1
Yilmaz, A. (2020). Change management and cultural factors: A study of German and Chinese middle-managers’ behaviour in Sino-German automobile joint ventures (Doctoral dissertation, University of Gloucestershire). https://doi.org/10.46289/JVAA3073.
