Answer

Organizational Change and Development in Criminal Justice Organizations

Some of the first steps that can generate change in the corporation and its two facilities include hiring the right people with the right attitude and organizational goals and objectives at heart. This is because employees with the right skills, abilities, and knowledge that fit the corporation’s culture help the organization to improve not only its productivity but also its corporate image that reduces the public outcry (Courtney, 2020). The next step is enacting the right policies and procedures that make employees feel part and parcel of the corporation with disciplinary procedures that can bring about a positive working attitude (Cooper, & Baird, 2015). In the same line, offering competitive remuneration and benefits is another step that can help bring change since it boosts employees’ morale and enhances a positive working attitude (Gunningham, Thornton, & Kagan, 2005).

Allowing flexible working hours is another step that can help employees attend to their personal needs and feel valued as assets and not tools for production (Gunningham, Thornton, & Kagan, 2005). The last step is defining change and aligning it to organizational goals. Developing strategies, for example, communication strategy (Aguinis, 2019), reward management strategy, and performance management strategies play a great part in bringing about change. Encouraging career development for employees and providing training and substantiating it with coaching are the next best steps to bring about change in the corporation (Courtney, 2020).

Theories and Models

One of the theories and models that I will employ in my study is the theory of change which is a purposeful model that outlines how strategies, programs or policies, and procedures contribute to positive outcomes of the corporation’s intended results (Serrat, 2017). They help to navigate the complexities of the social and common change that contributes to the abandonment of ideas, customs, and societal values driven by demographic, economic, political, and environmental forces. The theory articulates the assumptions and worldviews of employees of the corporation and explains how short and long-term change can take place both internally and externally (Hayes, 2018). The model, which acts as a framework, incorporates logical discussion platforms which are procedural in content, and are attitudinal and behavioral-based (Cooper, & Baird, 2015). This helps test the theory for change, validate the assumptions and rationales behind it. It also helps in comprehending how the implementation of desired results in the facilities will take place and serves as a roadmap in determining the success or failure of the corporation.

The Kind of Resistance to Change in Terms of Personnel Sources and Organizational Sources

With high rates of employee turnover and very bad reputations and staff newness to corrections and discipline challenge for Kurz Manor facility, there will be behavioral resistance to change due to loss of arguments, independence, autonomy, and uncertainty of loss of existing views. The majority of employees are used to the status quo and inertia (Fernandez, & Rainey, 2006). On the other hand, Longview facility, which has been running as a traditional state prison using policies and procedures, will experience attachment and anachronistic opposition to change; people are used to doing things in a way they know (Abdel-Ghany, 2014). Using a punishment model by Longview facility can be scary and demotivating hence may lower the employees’ loyalty, working spirit, and attitude. The personnel sources will have both passive and active change resistance due to loss of job status, peer pressure, and organizational security (Jones, & Van de Ven, 2016).  

How I Would propose Methods to Overcome Resistance to Change

Change is always scary and very challenging to handle. Many people are used to old working habits with the fear of trying new things because they fear failing. One of the proposals to aid in overcoming resistance to change is by involving employees in both facilities in decision-making processes within the facilities (Finch, 2012). This makes them accountable and responsible for the initiated change process. Another method is by communicating change gradually and effectively while listening to the views of employees without imposing ideas or views on them (Hon, Bloom, & Crant, 2014). Another proposal is by implementing change in several stages vis-à-vis instant implementation (Umble, & Umble, 2014). 

Increasing the level of Trust and Support among Organizational Members from both Facilities

One of the ways to increase the level of trust and support among organizational members is by keeping off from the philosophy of talking about and blaming employees publicly. Mistakes are opportunities for employees to learn hence credibility, respect and fairness should be harness for trust to prevail (Frei & Morriss, 2020). Another strategy is by reviewing the handbooks of employees and unfair organizational policies and procedures in line with the organizational considerate philosophy. Furthermore, valuing employees and treating them as assets vis-à-vis production units boost trust among employees (Hitch, 2012). Emphasizing team spirit and modeling employees and advancing their career paths which prepare them for internal succession promotions creates an enabling environment of trust (Swanson et al., 2019).

Improving the Level of Job Satisfaction in both Facilities

Some of the ways to improve job satisfaction in both facilities include providing a positive and conducive working environment for employees in both facilities; this calls for going over and beyond the call for duty to offering the needs of the employees (Singh, & Jain, 2013). In the same breath, rewarding, recognizing, and promoting employees improve their level of job satisfaction (Brunges, & Foley‐Brinza, 2014). Offering employees with both extrinsic and intrinsic needs elevates their state of human dignity and brings about job satisfaction and personal fulfillment. Furthermore, engaging and involving employees in the organizational decision-making process boosts their level of job satisfaction. Lastly, developing employees’ skills, abilities, and knowledge through training and coaching helps improve their level of job satisfaction (Jones, & Van de Ven, 2016).