A case study on redesigning a business: ReturnToWorkSA’s “Designing our Future”
Date
2018
Authors
Lucas, Matthew Charles
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Thesis
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Abstract
This project presents ReturnToWorkSA’s redesign of their organisation. Specifically it outlines (a) the
reasons for the redesign; (b) organisational design literature and the theoretical models
ReturnToWorkSA used (e.g., functional analysis and lean six sigma methodology); (c) feedback from
employees to gauge their thoughts and feelings about the change management approach (d); employee
engagement and productivity levels before the redesign and afterwards (2016 and 2018 results); and
(e) ReturnToWorkSA’s performance as a business (i.e., ReturnToWorkSA Scheme’s key performance
measures before the redesign and afterwards – 2016 and 2018 results). There were 267
ReturnToWorkSA employees impacted by the redesign with 101 employees completing a change
readiness survey across three different time points to assess what stage of change they may have been
experiencing (i.e., denial, resistance, exploration, commitment). A significant difference was found in
employee endorsement of the denial stage of change in comparison to commitment, exploration or
resistance between the first survey (when the redesign was announced) and the last survey (when the
structure had been finalised). Furthermore, whilst this study did not analyse the relationship between
the redesign and other key measures, there were improvements from 2016 (before the redesign) to
2018 (after the redesign) in ReturnToWorkSA’s employee engagement (Utrecht engagement scale),
productivity levels (Work Ability Index) and overall business results (Net Promoter Score, return to
work/remain at work rates, average premium rate and funding ratio).
School/Discipline
School of Psychology
Dissertation Note
Thesis (M.Psych(Organisational & Human Factors)) -- University of Adelaide, School of Psychology, 2018
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