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Change Communication in Public Sector Cutback Management

Author

Listed:
  • Genevieve Graaf

    (University of California, Berkeley)

  • Evelyn Hengeveld-Bidmon

    (University of California, Berkeley)

  • Sarah Carnochan

    (University of California, Berkeley)

  • Marianna Salomone

    (University of California, Berkeley)

  • Michael J. Austin

    (University of California, Berkeley)

Abstract

Budget cuts in public sector organizations create additional strain for employees, often contributing to uncertainty, rumors, and low morale. This study examines the dynamics of communicating about organizational changes in public human service organizations during the cutbacks of the Great Recession from 2008 to 2013. Drawing from in-depth interviews of 45 senior managers in eleven San Francisco Bay Area county public human service agencies, the findings focus on perceived employee responses to change, specific change communication strategies utilized, and how these were shaped by internal and external factors. The study concludes with implications for future practice and research during significant budget reductions in public human service organizations.

Suggested Citation

  • Genevieve Graaf & Evelyn Hengeveld-Bidmon & Sarah Carnochan & Marianna Salomone & Michael J. Austin, 2019. "Change Communication in Public Sector Cutback Management," Public Organization Review, Springer, vol. 19(4), pages 453-472, December.
    • Handle: RePEc:kap:porgrv:v:19:y:2019:i:4:d:10.1007_s11115-018-0408-8
    DOI: 10.1007/s11115-018-0408-8
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    References listed on IDEAS

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    1. Jennifer Waterhouse & Dianne Lewis, 2004. "Communicating culture change," Public Management Review, Taylor & Francis Journals, vol. 6(3), pages 353-376, September.
    2. Greenberger, David B. & Strasser, Stephen & Cummings, Larry L. & Dunham, Randall B., 1989. "The impact of personal control on performance and satisfaction," Organizational Behavior and Human Decision Processes, Elsevier, vol. 43(1), pages 29-51, February.
    3. van der Voet, Joris, 2014. "The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure," European Management Journal, Elsevier, vol. 32(3), pages 373-382.
    4. Joris Van der Voet & Ben S. Kuipers & Sandra Groeneveld, 2016. "Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context," Public Management Review, Taylor & Francis Journals, vol. 18(6), pages 842-865, July.
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