Abstract
This article reports on a survey of state public welfare executives and local welfare employees in two states and explores respondents’ views about participation in planned organizational change and about involving employees in planning and the resulting benefits and problems. Respondents in both states were not satisfied with the extent of their participation in planned organizational change within their agencies. Respondents in both states believed that employees should be permitted to participate to a greater extent in planned organizational change, especially in implementing change. Respondents were concerned, however, that participation might raise unrealistic employee expectations and that dissension, fragmentation, and cynicism might result from frustrated expectations.
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Notes on contributors
John G. Bruhn
John G. Bruhn, Ph.D., is an adjunct professor of health sciences at New Mexico State University. His interests are in organizational dynamics and the health of organizations. He has published numerous articles and books in the areas of management, leadership, stress, and the social aspects of organizations. Contact: [email protected]
Gary Zajac
Gary Zajac, Ph.D., is a fellow in public policy at the Center for Public Policy at Temple University and conducts research on criminal justice for the Commonwealth of Pennsylvania. He has published articles on organizational ethics and change in journals such as the Journal of Public Administration Research and Theory, Public Administration Quarterly, and Public Productivity and Management Review.
Ali A. Al-Kazemi
Ali A. Al-Kazemi, Ph.D., is a professor in the Department of Public Administration at Kuwait University. Professor Al-Kazemi’s teaching and research interests include financial management, ethics, and privatization. He has published articles injournals such as Public Productivity & Management Review and the International Journal of Public Administration.