![]() ![]() The earlier the stage at which the respondent reported receiving information about the organizational changes, the more respected they felt in their work and work community. The variation in perceived respect depended on receiving information about organizational changes ( H = 31.64 p < .001). The reliability was estimated using Spearman–Brown split‐half coefficient ( ρ) and because of the relatively low estimate of test score reliability (Rust & Golombok, 2014), the items of perceived respect were analysed also separately. Higher values in the composite variable referred to lack of perceived respect (mean = 1.92, SD 0.65, ρ = 0.58). (1) ‘Do you feel like a valued member in your work community’? With a response scale from 1 to 4 ( always… never), and (2) ‘Are you satisfied with the respect you receive as a professional’? With a response scale from 1 to 4 ( extremely satisfied… not at all satisfied). Perceived respect consisted of two items. Receiving information about organizational changes was analysed also in relation to perceived respect, collegial capital and satisfaction with management. Those who were informed about the change only during or after the introduction of the change were prone to perceive their influence in the workplace as relatively poor. As the first finding, the earlier the stage at which the information about organizational change was received, the more satisfied the respondents were about their opportunities to generally exert influence in their workplaces ( H = 38.85 p < .001). The stage of being informed was analysed by nonparametric tests of independent samples, Kruskal–Wallis ( H) because of the skewed distributions in the dependent variables. When asked about the stage at which they were notified about organizational changes, 28.0% of respondents reported receiving information already in the planning phase, 49.1% receiving information somewhat before the change and 22.9% receiving information during or after the change. Almost half, 46.8%, of the healthcare sector workers had a college degree and 48.3% had a university degree. Most of the 676 respondents in the subsample were female (88.4%) with an age range from 16 to 68 (mean = 44.97, SD 12.12). This subsample of healthcare sector professionals who reported their experiences of a workplace change was drawn from a larger sample of the Finnish Quality of Work Life Survey (QWLS) undertaken by Statistics Finland ( 2018) and yields national, representative interview data of Finnish salary‐earners ( N = 4109). The objective of this commentary is to contribute to the discussion with empirical, self‐report data from Finnish healthcare professionals ( N = 676). As our empirical findings will show, the mere sharing of knowledge about change before the implementation is associated with workplace social capital and feelings of respect as indicators of greater job satisfaction.ġ. EMPIRICAL STUDY ON INCLUDING PERSONNEL IN ORGANIZATIONAL CHANGES ![]() ( 2020), which states that participatory interventions may improve social capital in organizational changes. This commentary lends support to the conclusion by Jakobsen et al. By sharing decision‐making already in the planning stages of organizational changes, employers would be taking an important step toward social responsibility in the workplace. To promote psychological and social well‐being in technological and other organizational changes, one obvious direction is to include staff in planning such changes. The introduction of robots has been considered mandatory and, for most, has made human labour more monotonous ( Turja et al., in review). In industrial work, robotic investments have typically been separate from any co‐operation procedures between employers and employees. We can take robotization as an example of systematic organizational change that has swept through industrial manufacturing during the past 60 years. The renewal of service work underlines the need for modern era technological changes to acknowledge the importance of social capital and human well‐being at work rather than focusing solely on cost‐effectiveness and financial capital. Robotic devices are gradually reaching even the care work domain, which is consensually understood as a human‐centred and sensitive line of work (Turja & Parviainen, 2020). This is considered as particularly timely research topic in a time when robots and other smart technologies are transforming many, also novel lines of work. ![]() ( 2020) open a discussion about the importance of social capital in organizational changes in the specific context of the healthcare sector. ![]()
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