Interplay of organizational change and trust on the organizational effectiveness in the College of Engineering of the Nueva Vizcaya State University Bambang Campus: Perspective of generation XYZ faculty members

Interplay of organizational change and trust on the organizational effectiveness in the College of Engineering of the Nueva Vizcaya State University Bambang Campus: Perspective of generation XYZ faculty members
Corresponding email: [email protected] ; [email protected]

A B S T R A C T

The complex interconnections between organizational change, organizational trust, and organizational effectiveness among the College of Engineering faculty members of the Nueva Vizcaya State University have been investigated. This research employed a descriptivecorrelational method, utilizing a structured questionnaire with a four-point Likert scale as the principal data-gathering instrument. The data that have been gathered from the questionnaire are analyzed using statistical tools such as the mean, which is used in determining the respondents’ assessment level on organizational change, trust, and effectiveness while the Pearson-r correlation is used to determine the significant relationship between the respondents’ perceived level of organizational change, trust, and effectiveness. Findings showed a very high positive correlation between organizational change and organizational trust, as well as between organizational change and effectiveness, and between organizational trust change and effectiveness, based on Pearson rcoefficients of 0.69, 0.62, and 0.54, respectively. Dealing with the level of organizational change in terms of the climate of change and factor analysis of change-specific process factors; level of organizational trust in supervisor, peers, and upper management; and lastly level of organizational effectiveness in terms of goal attainment, efficiency, employee satisfaction and engagement, communication and information flow, human resources, innovation and adaptability and stakeholder satisfaction have an overall high mean of 3.20, 3.19 and 3.09 respectively. In response to these insights, organizational development interventions and training designs were designed to bolster or sustain trust levels during organizational changes and to enhance the rapport between administrators and faculty.

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The organizational change process during COVID-19 pandemic in a public university: The case of Kasetsart University, Thailand

Joefrey B. Geroche, Xiangyi Yang
Kasetsart Business School, Thailand
Holy Angel University, China
Corresponding email: [email protected]

A B S T R A C T
This research paper is a qualitative case analysis research that utilizes Kotler’s Eight Processes to accelerate change in accessing the experienced of Kasetsart University in terms of organizational change. The study utilized the empirical data from the KU website, memorandum, and announcement about university operations throughout the widespread COVID-19, and the interview was conducted with two key people knowledgeable in this subject. As an outcome, the study found out that KU experienced a digital organization transformation during COVID-19. Furthermore, the KU established the Strategic Plan of Actions during COVID-19 Temporary Closure: Exit Strategies focused on advancing digital innovation as an organizational development initiative. The lesson from the case study is that KU’s preparedness, comprehensiveness, and cross-sectoral methodology were essential in successfully implementing change. Kotter’s eight-step progression for accelerating the modification model was a valuable means to convey metamorphic modification in implementing digital transformation in the entire KU; thus, it is recommended for future researchers that the study results are the basis of reference in the digital transformation change in higher education. Most importantly, this can be converted in quantitative research wherein one variable construct is digital transformation change.

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