The Organizational Change Process: Its Influence on Competences Learned on the Job

Neiva, Elaine Rabelo; Odelius, Catarina Cecília; Ramos, Larissa Dutra

doi:10.1590/1807-7692bar2015140082

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Articles • BAR, Braz. Adm. Rev. 12 (4) • Oct-Dec 2015 • https://doi.org/10.1590/1807-7692bar2015140082 copy

The Organizational Change Process: Its Influence on Competences Learned on the Job

Authorship SCIMAGO INSTITUTIONS RANKINGS

This study was developed in a Brazilian court that was subjected to the introduction of e-process, and bears the following objectives: (a) describe the context of changes in terms of planning and perceived risk degree; (b) describe the results perceived after the introduction of the e-process; (c) describe the support to learning and the competences learned during the e-process implementation; (d) identify the links between variables of changing context, support to learning and the competences learned during the introduction of the e-process at the Higher Justice Court. 219 civil servants participated in the study, which used scales of changing context, results of the change of competences and support to learning. Scales were subjected to exploratory factor analysis with robust statistical indexes and three multiple regressions to test the associations between variables. Results pointed out that characteristics of the change process and support to learning affect learned competences.

organizational change; learning; competences learned; e-process

Predictors of the competence: problems resolution and work management		Predictors of the competence: adoption and adjustment of rules and procedures		Predictors of the competence: e-process operation
Model		Beta	Sig.	Beta	Sig.	Beta	Sig.	Constant	-0.86	0.58	1.94	0.171	-2.26	0.03
Planning and Readiness	0.13	0.18	0.27	0.007	0.04	0.59
Degree of risk and Intensity	0.05	0.67	-0.15	0.182	0.09	0.29
Efficiency and Agility	0.13	0.13	0.06	0.500	0.46	0.00
Changes to relationships and People Management	0.17	0.02	0.21	0.005	0.14	0.012
Unit Support	-0.04	0.80	0.08	0.581	0.06	0.56
Leadership Support	0.31	0.02	0.11	0.429	0.14	0.18
R2		0.31	0.20	0.54
R2 adjusted		0.30	0.18	0.53
F for R2		2.39*	2.14*	2.79*

ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração Av. Pedro Taques, 294, 87030-008 - Maringá, PR, Brazil, Tel.: (+55) (44) 98826-2467 - Maringá - PR - Brazil
E-mail: bar@anpad.org.br

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[1] Elaine Rabelo Neiva UnB, Campus Universitário Darcy Ribeiro ICC Norte, 70873-010, Brasília, DF, Brazil. E-mail address: elaine_neiva@uol.com.br

Scale	Factors	Number of items	Factorial Loads	Cronbach's Alpha
Scale of Context of Organizational Change -	Planning and Readiness	9	From 0.65 to 0.78	0.79
two factors	Degree of risk and Intensity	7	From 0.55 to 0.76	0.86
Scale of Results of the Organizational Change -	Efficiency and Agility of the Organization	9	From 0.55 to 0.81	0.76
two factors	Changes to Relationships and People Management	7	From 0.55 to 0.79	0.82
Scale of Support to learning -	Unit Support	9	From 0.65 to 0.78	0.85
two factors	Leadership Support	11	From 0.65 to 0.76	0.80
Scale of Competences Learned -	Problem-solving and work management	11	From 0.55 to 0.77	0.80
three factors	E-process operation	09	From 0.65 to 0.78	0.82
Adoption and adjustment of rules and procedures	12	From 0.55 to 0.81	0.79

Planning and Readiness	Degree of Risk and Intensity
Missing Data	0	0
Mean	5.97	7.80
Median	6.26	8.15
Standard Deviation	2.29	1.55
Variation coefficient	0.38	0.20

Efficiency and Agility	Changes to Relationships and People Management
Missing Data	20	20
Mean	8.74	5.98
Median	9.25	6.00
Standard Deviation	1.56	1.45
Variation coefficient	0.18	0.24

Unit Support	Leadership Support
Missing Data	32	33
Mean	7.18	7.36
Median	7.79	8.07
Standard Deviation	2.30	2.26
Variation coefficient	0.30	0.28

Problem-solving and work management	E-process operation	Adoption and adjustment of rules and procedures
Missing Data	44	43	44
Mean	6.55	7.60	5.90
Median	6.65	7.92	6.00
Standard Deviation	2.33	1.92	2.32
Variation coefficient	0.35	0.24	0.39

Items	Factor Loadings
Items	Factor 1	Factor 2
There was planning before the organizational change process.	0.78
This organization prepared the employees for the changes.	0.77
During the change process there was training of employees.	0.77
Employees have experienced change planning.	0.75
The changes have taken place in accordance with the planning.	0.70
This organization prepared leaders to act in the change process.	0.68
This institution provided information to employees about change implementation.	0.67
Employees were prepared to act in the new scenario.	0.65
There was a group responsible for monitoring the change implementation.	0.65
The changes involved the organization as a whole.	0.76
The changes were intense and deep.	0.75
The changes generated risks for employees.	0.72
The changes affect all employees.	0.68
Over the past five years the organization has undergone many changes.	0.65
The changes brought danger to the welfare of employees.	0.65
Changes profoundly affected the work done.	0.55

Items	Factor Loadings
During the change process I learned to...	Factor 1	Factor 2	Factor 3
Identify and access the parts and documents in the justice system.	0.78
Put the pieces in the electronic system by specifying the spot to insert parts and numbering the pages.	0.76
Use the text as an image and find words in it.	0.74
Register digital petitions with digital signatures of the minister.	0.72
Check the electronic process with the physical process.	0.70
Separate things piece by piece to be used by ministers and analysts.	0.69
Scan processes and parts to be used electronically.	0.60
Identify errors during the manipulation of the electronic process, preparation of parts and analysis of parts.	0.55
Request permission to access the electronic process in various locations including at home.	0.55
Establish mechanisms and rules for accessing confidential proceedings.	0.81
Perform constant changes in the procedures for improving the electronic process.	0.80
Be focused and attentive in all process information in order to create new rules and procedures.	0.79
Associate the data of the justice system with the administrative procedures.	0.77
Develop agility when analyzing the electronic process.	0.74
Adapt the procedures of electronic process to the needs of involved sectors.	0.70
Adapt the electronic process at the pace and conditions of other court instances.	0.69
Adapt the procedure modifications of electronic processes created by the information technology area.	0.67
Adapt the electronic process to the requirements and preferences of the ministers.	0.65
Create joint solutions to problems that arise.	0.77
Make quick decisions because of electronic process demands.	0.76
Be available to perform various attempts to solve problems with the system.	0.73
Be willing to learn how to deal with the electronic process.	0.72
Establish direct and frequent connections with the computer professionals.	0.68
Develop strategies to disseminate knowledge learned to other colleagues.	0.67
Establish mechanisms for communication between units and co-workers to solve the electronic process problems.	0.66
Adapt unit management to the needs and demands of the electronic process.	0.65
Develop more efficient control mechanisms for task distribution.	0.64
Develop mechanisms to monitor the tasks performed.	0.59
Cooperate with co-workers.	0.59
Identify the most suitable people to cope with the electronic process demands.	0.55

Items	Factor Loadings
Items	Factor 1	Factor 2
My supervisor encourages me to apply new skills and knowledge.	0.78
My supervisor appreciates my suggestions about my job.	0.77
My supervisor encourages me in taking risks in my job.	0.76
My supervisor takes into account my ideas when they are different from his.	0.75
My supervisor encourages me to face new challenges at work.	0.65
My supervisor gives me freedom as to how to develop my tasks.	0.60
My supervisor is available to take my doubts about the use of new skills and knowledge at work.	0.57
My supervisor acts in encouraging the search for new learning	0.56
My supervisor is open to criticism when someone applies new skills and knowledge in my sector.	0.55
In my unit, there is acceptance of the risks associated with the application of new skills and knowledge.	0.77
In my sector, tasks facilitate the application of new skills and knowledge.	0.72
In my work sector, attempts to apply new skills and knowledge are praised.	0.69
In my work group, people find it easy to search information about jobs.	0.67
Accessing the information system facilitates the sharing of knowledge among the people in my work group.	0.66
In my work sector, people are encouraged to seek new information and knowledge on the job.	0.64
My group is encouraged to learn from the successful experiences of other sectors and areas.	0.62
My colleagues give me advice when I have difficulties with applying new skills and knowledge.	0.62
My colleagues encourage me to seek new skills and knowledge used on job.	0.61
My colleagues encourage me to propose new ideas to perform tasks.	0.59
My colleagues feel safe when I apply new skills and knowledge at work.	0.55