• Business process re-engineering in local government: Does one size fit all?

      Thomas, Neil (University of Chester, 2006-09)
      Organisational Change is firmly on Liverpool City Councils agenda, however managing change to achieve successful outcomes and at the same time maintain buy in from the workforce, often seems like to much to ask. Change will mean different routines, different processes, and quite often different surroundings; therefore opposition can often be fierce from those who have embedded themselves in a silo mentality, and refuse to look beyond their normal daily duties. Many fail to recognise that change is inevitable. By ensuring Liverpool City Council provides quality cost effective services, the executive management team is providing customers with services they want, and workers with long term employment prospects. With this in mind, the executive management team has chosen Business Process Re-engineering (BPR) to implement organisational change. Critics, however argue that BPR has served its purpose and LCC is now in danger of pursuing a course of action without proof of its success across the public spectrum, or an explanation as to the rationale behind the strategic decision made by the Executive Management team? Change can be introduced using various techniques. Investing all available resources into BPR as a vehicle for bringing about change, may prove costly if the skills and abilities of staff are lost during the process and the desired outcomes are not achieved. BPR like TQM or Benchmarking, is accepted as an effective tool for managing change, however there is very little research carried out to support the view that it is effective in all areas of public services. If LCC adopt a one size fits all approach, it may be in danger of becoming entrapped pursuing a process that many believe has served its purpose. There has been extensive research carried out as to the value of BPR as a change management tool, but little in service areas that cannot repetitively follow a process approach. The purpose of this report is to critically evaluate BPR s value in service areas that historically provide services to the most vulnerable members of our community, and asks whether LCC is in danger of running down high quality services, in pursuit of its vision to become a City with services rated quantitatively, as excellent. The methodological approach to the research was focused on a select group of people who had recently undergone change, experiencing BPR both in its use and implementation, and are therefore in the best position to offer personal perspectives on its strategic and operational use. The main methods used include a basic yes / no questionnaire for quantitative feedback and semi structured interviews to capture perspective on its qualitative value. The semi structured interviews proved most valuable in that much of the information, while not being tangible in quantitative terms, was excellent for offering personal insight into what works and why. The data gathered can be found in chapter 4 and is split into ten data display tables. None of the details of the interviews have been omitted, as all participants agreed to allow all the information to be used in the final report. Both methods proved useful in that they enriched the research with valuable insight into people’s perspectives, and offered a holistic view on BPR as a change management tool. Further, a lot of useful information was gained which can be used to improve the process during future change. Given the limitations of this study it is recommended that any conclusions are put in perspective before changes to any current processes are made. Further research would be necessary to underpin the findings in this study, albeit this piece of work may serve to identify if it is indeed necessary to explore the topic in greater detail. The findings in Chapter 4 provide a brief yet interesting insight into the outcomes of the research and can be directly linked to the research question. In the main most of the participants in the research agree that there are three key themes to emerge. They are: • Lack of Consultation • Poor Communication • Poor Information Management These three themes are further discussed in the conclusions in Chapter 5 and the recommendations in Chapter 6.
    • An exploration of the impact of a change programme on employee job satisfaction levels at UPM-Shotton

      Jones, Alan; O'Grady, Andrew (University of ChesterUPM-Shotton, 2008-06)
      Contemporary literature on organisational change suggests that the pace of change is accelerating and that organisations must be prepared to anticipate and respond quickly to change in order to remain competitive. Effective change management practices and processes have become an increasingly indispensable part of running a successful business. The impact of change on employee well-being is also of growing importance as it can affect the functioning of the business. Despite the considerable amount of academic literature on change, there seems to be a lack of research on the impact of change on employee levels of job satisfaction, and the factors that maintain or enhance job satisfaction during change. More specifically, no research has investigated how a TPM change programme affects employee levels of job satisfaction. This study therefore aims to explore how a TPM change programme impacts on levels of employee job satisfaction, within a manufacturing environment. A conceptual model was developed which drew together the key theoretical elements of change management and job satisfaction. A cross-sectional design was used to compare levels of job satisfaction, and factors identified from the conceptual model between a group actively involved in a TPM change programme (N = 30) with a group not yet involved in the change programme (N = 48). Statistical analyses demonstrated that there were significant differences between groups. Significantly higher levels of job satisfaction, opportunities to learn new skills and the experience of effective communication, was shown by participants actively involved in the TPM change programme. In addition, levels of job satisfaction showed significant positive correlations with understanding the need and benefits of the change programme and personal responsibility for successfully completing work outcomes. It was concluded that the non-significant differences found between groups, concerning aspects of job enrichment, suggest that other factors of the conceptual model, such as communication and learning culture, may have a stronger influence on levels of job satisfaction.
    • Life Expectancy: Lower for Nursing Homes or Residents?

      Crowder, Mark; Fitzsimons, Brett (University of Chester, 2013-09)
      This paper assesses the relevance of organisational change theory and management decision making theory in the nursing home industry and whether these changes are forced upon organisations in this sector due to the current financial climate. It specifically looks at a nursing home which is located on the Wirral Peninsula, Merseyside. This particular nursing home was recently taken over by new owners and therefore a new management team was introduced. Finally the paper attempts to determine whether nursing homes can survive is this current period of financial instability and whether the nursing home industry can cope with the decrease in government funding and the increase in the demand for nursing homes. The findings of this research paper shows communication of change is a big issue in this particular organisation and that this has resulted in changes in morale and stress levels and therefore change has had psychological impacts on the employees. The paper suggests that there is a clear hierarchy when it comes to decision making and that even the manager has limited power when it comes to the final decision and it is the owners that have the final say in the decision making of the organisation. The evidence of this paper suggests that the organisations priority is making the nursing home profitable. The employees, the deputy matron and the manager all were clear in stating this. This therefore suggests that profits come before the interests of the employees and the residents. Evidence however suggests that the owners have little choice but to prioritise profit or face going the same way as many other nursing homes in the local area and closing down. This paper concludes that the nursing homes long term viability is at risk due to the decrease in government funding and therefore the organisation has less income meaning that cutbacks have to be made which effects the quality of the organisations service and this puts extra pressure on the nursing home, starting with the employees and going right the way through the organisation to the owners to be able to continue to meet the required standards that is expected of them. Eventually there will be a breaking point and the organisation will not be able to be profitable and meet the required standard that the regulations stipulate. The task that faces the nursing home industry becomes even more difficult due to the growth in population and the life expectancy of people increasing. So can nursing homes outlive the residents in the long run?