The Reality of Change Management in the Central Library at Al-Jafara University an Analytical Study from the Employees' Perspective
DOI:
https://doi.org/10.34125/jomre.v2i2.54Keywords:
Change Management, Central Library, Al-Jafara University, Organizational Change, Digital Transformation, Resistance to Change.Abstract
This study aimed to analyze the reality of change management in the Central Library at Al-Jafara University from the employees' perspective, focusing on four key dimensions: current practices, obstacles, success factors, and the impact of change on service quality. The study adopted a descriptive-analytical approach using a comprehensive survey method, including a sample of 20 employees out of 23 (an 87% response rate), using a questionnaire as the primary data collection tool, supplemented by observation and desk research. The study yielded several key findings, including employees' acceptance of change management practices, particularly regarding participation in decision-making and priority-setting, despite challenges in implementation and resource availability. Major obstacles identified included insufficient funding, lack of incentives, resistance to change, and inadequate training. Participants emphasized the role of effective leadership, continuous training, and strategic planning in ensuring successful change. The results also indicated a noticeable improvement in service quality through the library's technological advancements, which positively impacted user satisfaction.
Downloads
References
Khalidi, B., & Azzouz, C. (2020). *The Reality of Applying Change Management in University Libraries: A Field Study in the Libraries of the Chetma University Campus - University of Mohamed Khider Biskra*. Master's Thesis.
Makanga. (2019). *Change Management in Academic Libraries: A Case Study of the Technical University of Kenya Library, Nairobi County*. Master's Thesis, Kenyatta University.
Hasanein, M. M. A. (2016). The Reality of Change Management in the Libraries of King Khalid University and Employee Attitudes Towards It. *Journal of the Faculty of Education - Al-Azhar University*, Vol. 35, No. 170, Part 4, October, pp. 541-596.
Ahmed, R. A. H. (2014). *Change Management in Academic Libraries: Jumeirah University Libraries as a Model*. Master's Thesis, Menoufia University, Egypt.
Adeyoyin, S. O., Imam, A., & Bello, T. O. (2012). Management of Change in the 21st Century Libraries and Information Centres. *Library Philosophy and Practice (e-journal)*, 695.
Kotter, J. P. (2012). *Leading change* (New ed.). Harvard Business Review Press.
Turnbull, A. (2018). *Change Management for Leaders and Managers* (1st ed., p. 09). Bookboon, London.
Bridges, W. (2009). *Managing transitions: Making the most of change* (3rd ed.). Da Capo Lifelong Books.
Zhang, X., & Majid, S. (2010). Factors influencing the adoption of digital resources in academic libraries. *Library Management, 31*(4/5), 273-289.
Khan, S. A., & Bhatti, R. (2012). Digital services in academic libraries: The impact of emerging technologies. *The Electronic Library, 30*(2), 198-215.
Lewin, K. (1951). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and social change. *Human Relations, 1*(1), 5-41.
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. *Harvard Business Review*, 73(2), 59-67.
Hiatt, J. (2006). *ADKAR: A model for change in business, government and our community*. Prosci Research.
Riggs, D. E. (2001). The crisis and opportunities in library leadership. *Journal of Library Administration, 32*(3-4), 5-17.
Oakland, J. S., & Tanner, S. (2007). Successful Change Management. *Total Quality Management & Business Excellence, 18*(1-2), 1-19.
