Planning and implementing change in organisations: to what extent is it possible for a model of good practice from a commercial environment to be applied and successfully replicated in a local authority in England?

The thesis research is concerned with change management in organisations, and specifically within a public sector organisation, a local authority (LA) in England. In particular the research first seeks to examine the utility and practical application of a selected model of good practice in workplace health that has been tested in the commercial world and secondly, the research examines the feasibility or otherwise of transferring and implementing the selected model of good practice to the LA in question. The first step was to undertake a literature review of models of good practice in healthy workplace programmes and select the model to use. Next, the process was to review management change theories and strategies in order to identify how best to transfer and implement the selected model of good practice. After following a comprehensive research of workplace health programmes a Canadian model, Investing in Comprehensive Healthy Workplace Promotion was selected as the model of good practice. The research utilised a constructive case study, aimed at an understanding of the phenomenon and creating a useful and theoretically grounded solution for the relevant problem. A collaborative action research programme involving participatory inquiry and reflection was considered and after reviewing alternatives it was deemed to be the most suitable framework for the purpose of the project; the intention was to develop a shared strategy whereby management and staff could provide better control over conflict resolution and work together. The main approach was then to undertake a stress/satisfaction survey throughout the LA and consult with management and staff on how best the results from the research could be utilised to develop the project. Important empirical research material included an agreed questionnaire which was distributed to staff to broaden out the input of those actively involved in the exercise. 562 completed questionnaires from a workforce of some 800 were returned and the completed questionnaires were analysed and results fed back to management and staff in a further series of meetings. The reliability of questionnaires was tested using Cranach’s alpha coefficient, giving a value of .81 and this reliability was within criteria for research of this type of research. In addition to the questionnaire a series of focus groups were held together with briefings sessions to which all staff were invited to attend. The results from the survey then formed the basis for future action. This included the call for the establishment of a healthy workplace strategy and highlighted issues to be addressed in the immediate future and longer term. A report of the findings and recommendations was submitted to the Corporate Management Team (CMT). The report recommended that the results of the questionnaire should be noted and the CWHP be implemented by the LA with external consultancy support. The research then describes and offers analysis and debate on the actions that were subsequently taken/not taken by the Corporate Management Team CMT