Document Type : Original Article
Authors
1
Department of Community, Environmental and Occupational Medicine, Neurology and Psychiatry, Faculty of Medicine, Ain Shams University,
2
Quality resident, Damanhour Teaching Hospital.
3
Department of Neurology and Psychiatry, Faculty of Medicine, Ain Shams University,
4
Department of Community, Environmental and Occupational Medicine, Faculty of Medicine, Ain Shams University
Abstract
Introduction: Healthcare sector continues to experience significant changes resulting
from market shifts and the introduction of new technologies. Employee resistance
to change (RTC) has been suggested to be one of the greatest obstacles facing these
changes. Aim of Work: to measure the level of readiness and resistance to change
among healthcare providers in Damanhour Teaching Hospital, and to identify factors
affecting them. Material and Methods: A cross-sectional study was performed among
a sample of 305 healthcare providers using a self-administered questionnaire including
socio-demographic data, job details including years of experience in the present job,
years of experience since graduation, being a leader and working at the specialized
building which joins the model hospital project, Validated Arabic version of Readiness
for change scale (RFC), and Validated Arabic version of Resistance to change scale
(RTC). Results: The studied sample had high readiness for change (RFC) and moderate
resistance to change. There was a moderate negative statistically significant correlation
between resistance to change and readiness for change scores (r=-0.36, p-value
<0.001). Employees who were single or married; worked in a leadership position, or
joined the model hospital project were more ready for change. Older employees with
longer experience from graduation and who joined the model hospital project were less
resistant to change. Conclusion and Recommendations: Participants in the current
study had high RFC and moderate RTC and both were negatively correlated. Being
married, working in a leadership position, and employed in joining the model hospital
project were significant independent factors that affected RFC. Adoption of changesupportive
work environment became a fundamental issue; leaders should engage the
employee in the organizational planning. Also, identifying employees ready for change
and using them as a spark for change as well as early diagnosis and management of
resistance to change could pave the way to make change happen.
Keywords
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