ERA Model: A Customer-Orientated Organizational Change Model for the Public Service

Abstract This paper proposes a customer-oriented model for organizational change in the public service. Four significant performance gaps have previously been identified in the customer-oriented service system of a public agency. How to bridge these performance gaps to enhance service quality in the public services becomes an important issue. The present paper develops an organizational change model for this purpose. The model involves three phases – evaluation, re-evaluation, and action (ERA). The model is described and an empirical case study is reported to demonstrate how the ERA change model can be implemented. The results show that the ERA model is able to facilitate the change process. Compared with other change models, the ERA model provides a more detailed picture of how the micro-processes of change work in an organization.

[1]  Walter R. Nord,et al.  Managing Power , 2001, IEEE Des. Test Comput..

[2]  Barry Bozeman,et al.  Public management information systems: theory and prescription , 1986 .

[3]  Charldean Newell,et al.  Better, Faster, Stronger , 1999 .

[4]  Edwin M. Bartee,et al.  Organizational Development: Theory, Practice, and Research , 1979 .

[5]  An-Tien Hsieh,et al.  Job standardization and service quality: A closer look at the application of total quality management to the public sector , 2002 .

[6]  W. Ocasio,et al.  Political Dynamics and the Circulation of Power: CEO Succession in U.S. Industrial Corporations, 1960-1990 , 1994 .

[7]  C. K. Chen,et al.  A Study of Customer-Oriented Service Enhancement System (COSES) for the Public Sector , 2004 .

[8]  M. Beer,et al.  Organization Change and Development , 1987 .

[9]  Chi-kuang Chen,et al.  An empirical analysis of customer-oriented service activities in the Taiwanese public sector , 2005 .

[10]  J. Kotter,et al.  Choosing strategies for change. , 1979, Harvard business review.

[11]  F. Glen.  The social psychology of organizations , 1976 .

[12]  Donald F. Kettl,et al.  Inside the reinvention machine : appraising governmental reform , 1995 .

[13]  Barry Bozeman,et al.  Exploring the Limits of Public and Private Sectors: Sector Boundaries as Maginot Line , 1988 .

[14]  Matthew Hinton,et al.  A vehicle for change?: A case study of performance improvement in the “new” public sector , 1999 .

[15]  Gareth R. Jones.  Organizational Theory: Text and Cases , 1997 .

[16]  H. Rainey,et al.  Public Agencies and Private Firms , 1983 .

[17]  Peter J. Robertson,et al.  Outcomes of Planned Organizational Change in the Public Sector: A Meta-Analytic Comparison to the Private Sector , 1995 .

[18]  Stuart Bretschneider,et al.  Management Information Systems in Public and Private Organizations: An Empirical Test. , 1990 .

[19]  David Knights,et al.  When “Life Is but a Dream”: Obliterating Politics Through Business Process Reengineering? , 1998 .

[20]  Gerard Farias,et al.  Organizational Development and Change Management , 2000 .

[21]  Jakob Doolewert.  Organizational development and change management , 2002 .

[22]  Janet A. Weiss.  Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector / From Red Tape to Results: Creating a Government that Works Better and Costs Less , 1995 .

[23]  Robert Chia,et al.  On Organizational Becoming: Rethinking Organizational Change , 2002, Organ. Sci..

[24]  F. Ian Stuart,et al.  The influence of organizational culture and internal politics on new service design and introduction , 1998 .

[25]  Harold W. Kuhn,et al.  Total Quality Management and the Public Sector , 1996 .

[26]  Joop Koppenjan,et al.  Managing Complex Networks: Strategies for the Public Sector , 1997 .

[27]  John M. Kamensky.  Role of the "Reinventing Government" Movement in Federal Management Reform , 1996 .

[28]  David Knights,et al.  When "Life Is but a Dream": Obliterating Politics Through Business Process Reengineering? , 1998 .

[29]  Nigel Nicholson,et al.  Encyclopedic dictionary of organizational behavior , 1997 .

[30]  Chi-Kuang Chen,et al.  A customer‐oriented service‐enhancement system for the public sector , 2004 .

[31]  Mike Doyle,et al.  Mixed Results, Lousy Process: the Management Experience of Organizational Change , 2000 .

[32]  A. Fowler,et al.  Knowledge management in public service provision: the Child Support Agency , 2003 .

[33]  Stuart Bretschneider,et al.  Organizational Adoption of Microcomputer Technology: The Role of Sector , 1993, Inf. Syst. Res..

[34]  J. Porras,et al.  Organization development and transformation. , 1991, Annual review of psychology.

[35]  R. S. Meyers.  Managing With Power: Politics and Influence in Organizations , 1992 .

[36]  Farrokh Alemi,et al.  Systems to Support Health Policy Analysis: Theory Models and Uses , 1992 .

[37]  William A. Pasmore,et al.  Towards a New Model of the Action Research Process. , 1982 .

[38]  Torsten Svensson,et al.  Walter J.M. Kickert, Erik-Hans Kilijn and Joop F.M. Koppenjan (1997) Managing Complex Networks: Strategies for the Public Sector. London: Sage. , 2000 .

[39]  Linda Deleon,et al.  The Political Theory of Reinvention , 2000 .

[40]  William B. Stevenson,et al.  Managerial Compensation Based on Organizational Performance: A Time Series Analysis of the Effects of Merit Pay , 1985 .

[41]  Barry Bozeman,et al.  Decision Making in Public and Private Organizations: A Test of Alternative Concepts of "Publicness" , 1990 .