The effect of organisational change on health care staff: Case study Provincial Delegation of the Ministry of Health and Social Protection, Fquih Ben Salah, Morocco

Abstract

Today, globalisation and the development of information and communication technologies have made the economic and social environment more competitive, more complex, more unpredictable and, above all, uncertain. This has prompted many companies and organisations to consider drastic changes to their organisational systems. These changes are generally referred to as "organisational change".

It is important to emphasise that organisations are no longer simply seeking to preserve a state of equilibrium by avoiding transformation.

Rather, today's organisations are subject to unprecedented environmental pressures that continue to build, particularly since the 1990s.

In this context, this study aims to analyse the relationship between the individual and organisational change by focusing on the concept of perception and its influence on the change process. To do this, we will seek to answer the following questions: What is the relationship between perception and organisational change? And how can the differentiated perceptions of actors predict behaviours of resistance or support to organisational change?

Our study will therefore focus on health personnel in Morocco, more specifically the case of the Fquih Ben Salah Provincial Delegation of the Ministry of Health and Social Protection in the Béni Mellal Khénifra region of Morocco.

Keywords: Organizational Change; Change Management; Perception; Morocco

JEL Classification: A13, B55, C93.

Paper type: Empirical research