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Successful and Not Successful ImplementationTHE IMPACT OF ORGANIZATIONAL CLIMATE FACTORS
Funding for this project is made possible through a Cooperative
Agreement between the University at Albany, SUNY and the U.S.
DHHS/ACF Children’s Bureau (www.Acf.Hhs.Gov/programs/cb/)
Grant number 90CT0149. Its contents are solely the responsibility
of the authors and do not necessarily represent the official views
of the Children’s Bureau.
Climate & Implementation
Organizational climate is: Predictor of positive service qualityAssociated with worker performanceAssociated with client outcomesAssociated with worker job satisfactionAssociated with worker retentionAssociated with innovative implementations
Focus of the Study
Hypothesis 1: Successful implementation of a change initiative is associated with a more positive organizational climate.
Hypothesis 2: Administrator position is associated with a more positive perception of the organizational climate.
Intervention
Child Welfare Workforce Initiative (CWWI)
Not-for-profit agencies contracted to serve children and families in the public child welfare system
Informed by Learning Organization and National Implementation Research Network (NIRN)
Intervention continued
Collaborated with agencies for 18 months to address a substantial change initiative
Agency Design Team consisting of managers, supervisors, and line staff with authority to develop strategies and implement the change
CWWI provided an expert in organizational change and team facilitation
Intervention Model
4-Phase model: 1st Explore change initiative and conduct assessment
with data and agency stakeholders 2nd Identify the solution and plan for implementation 3rd Implementation 4th Evaluation and stabilization
Sample
3 agencies completed implementation vs. 3 agencies that did not complete implementation
870 employees
83% of all employees at baseline; 65% at follow-up
Psychological Climate Survey
Role DimensionAmbiguity, Conflict, Overload
Job DimensionImportance, Autonomy, Challenge
Organization DimensionInnovation, Justice, Support
Supervisor DimensionTrust & Support, Goal Emphasis, Work Facilitation
Administrators and Non-Administrators:Differences in Perceived Climate
85 (40.5%) Administrators defined as Executive Director/CEO, Program Director, Manager, Department Head
125 (59.5%) Non-Administrators defined as Supervisors, Social Workers, Caseworkers, Case Planners, and Childcare Workers
Design & Analysis
Pre-post, longitudinal design
OLS Regression – implemented/non-implements to each climate dimension
OLS Regression – administrator/non-administrator to each climate dimension
H1: Confirmed Successful implementation of a change initiative is associated with a more positive organizational climate
3 of 4 Organizational Climate Dimensions were significant: Organization Job Role Supervision was not significant
Organization Dimension Significant
Innovation is the ability to adopt or implement new ideas, processes, or products successfully
Justice is making decisions fairly = accurate information and hearing all concerns
Support is caring about employee wellbeing, opinions, and general satisfaction
Job Dimension Significant
Importance is work is highly meaningful and makes a contribution to team and children/families
Autonomy is the authority to make decisions on how to do job and control assignments
Challenge is job requires use of full knowledge and skills
Role Dimension Significant
Ambiguity is having unclear authority for decision-makingConflict is rules & regulations interfere with doing a good
job, or too many people directingOverload is amount of work and pressure interfere with
doing a good job
H2: ConfirmedAdministrator position is associated with a more positive perception of the organizational climate
Administrators have a more positive perception of the organizational climate than direct care workers in Organization & Job Dimensions
Administrators have an intrinsic wider scope of authority and empowerment- in both implemented and non-implemented agencies.
Successful implementation is likely due to administrators’ approach and behavior toward employees during the innovative process
Implications
Administrators and child welfare workers from agencies that successfully implement change, report having a significantly more positive organizational climate.
Administrators desiring to implement change initiatives can create a positive organizational climate by being attentive to the organizational, role and job dimensions.
Implications
Essential is creating a supportive environment that: employees feel their opinions are heard, decisions are made fairly with full information, and leaders impart a sense of concern and investment in
employees.
Implications
Administrators generate the foundation for an innovative environment by providing workers with: a sense of security, recognition for accomplishments, clarity in job responsibilities, autonomy within their sphere of authority, and a creative atmosphere.
Inference
Individual and organizational innovation engages employees in discussions and fosters a work environment that sustains learning and innovation.
Organizations having such innovative capacity are more successful in responding to their environments and will likely enjoy improved performance and outcomes.
Thank YouNANCY CLAIBORNE, PHD
SCHOOL OF SOCIAL WELFARE
UNIVERSITY AT ALBANY
STATE UNIVERSITY OF NEW YORK