Doctor of Philosophy (Ph.D.), Bowling Green State University, 2024, Higher Education Administration
Higher education institutions face a variety of external and internal forces compelling them to adjust academic and operational structures, processes, and technologies. To address these challenges, university leadership must effectively plan, implement, and manage change initiatives that transition from the current state to a future state of operations. Success depends on understanding university staff perceptions of change and whether they will accept or resist these efforts. This understanding can be achieved by examining the dimensions of climate, process, and readiness for change. However, there is a gap in the literature on how university staff perceive change within United States higher education institutions. This study aims to understand staff perceptions of climate, process, and readiness for change at public, four-year universities in Ohio and to determine if demographic characteristics influence these perceptions.
The population for this study included classified and unclassified staff at five public, four-year institutions in Ohio, resulting in data collected from 1,342 participants. The findings focus on four main areas regarding university staff perceptions of organizational change. First, significant differences were found between employee classes, with unclassified staff holding more favorable perceptions of climate, process, and readiness for change than classified staff. Second, mixed results were observed for gender; women had more favorable perceptions of team climate than men, while perceptions of leadership climate, process, and readiness showed no gender differences. Third, age had a varied impact, with the youngest and oldest staff showing more favorable views on leadership climate and process but no significant impact on team climate or readiness for change. Finally, the climate of change and process of change together predicted 42.2% of the variance in readiness for change, with the process of change uniquely contributing 18.66%.
I presen (open full item for complete abstract)
Committee: Julia Matuga Ph.D. (Committee Chair); Colleen Boff Ed.D. (Other); Jessica M. Turos Ph.D. (Committee Member); Amy French Ph.D. (Committee Member)
Subjects: Higher Education; Organizational Behavior