Employees’ attitudes toward change with Lean Higher Education in Moroccan public universities

Rachid Benmoussa

63 citations0/0 files storedJournal of Organizational Change Management

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Organizational Change and Leadership Quality and Supply Management Organizational Management and Change

Abstract

Purpose The purpose of this paper is to study the attitudes of higher education employees to the change with Lean at public universities in Morocco in order to determinate the factors of resistance to change and to look for the motivating factors that encourage these employees to participate in change project with Lean. Design/methodology/approach A questionnaire sent to all administrative and technical staff of higher education at five public universities in Morocco during year 2019. This study has analyzed both a person-oriented approach and a variable-oriented approach and characterized by using Lewin’s change model to manage change with Lean. Findings The results show that individual, organizational and group factors have a positive impact on employees’ attitudes toward change with Lean but individual factors are more important than other factors. Research limitations/implications The research is limited to universities in Morocco and mainly public universities. It is only interested in the first stage in the change process with Lean (unfreezing). Understanding employee attitudes, determining motivation factors and the causes behind resistance to change before embarking in change journey with Lean Higher Education (LHE) enables the public universities in Morocco (management) to better prepare for change by reducing resistance to change to create a favorable climate to implement LHE. Originality/value The majority of research works to date focus on implementation of LHE without giving interest to the preparation of the organizational change, this last is very much requested to determine the driving and restraining forces in order to reduce the resistance to change that is the main reason of failure of many change programs. This paper attempts to determinate the factors of resistance to change which allows to the public universities in Morocco to overcome them before moving to the changing stage.

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References

1995An Integrative Model Of Organizational Trust 1989Evolution and Revolution as Organizations Grow 1991REVOLUTIONARY CHANGE THEORIES: A MULTILEVEL EXPLORATION OF THE PUNCTUATED EQUILIBRIUM PARADIGM 1993Creating Readiness for Organizational Change 2005Organisational change management: A critical review 1992A Causal Model of Organizational Performance and Change 2008Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors 2011Change Recipients’ Reactions to Organizational Change

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2022Lean management practices perception and their influence on organizational performance in a public Higher Education Institution 2021Lean management in universities: a systematic literature review 2021Purpose-driven leadership and organizational success: a case of higher educational institutions 2021Lean thinking in lean times for education 2020Discomfort and organizational change as a part of becoming a world-class university

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