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ERIC Number: ED561461
Record Type: Non-Journal
Publication Date: 2013
Pages: 150
Abstractor: As Provided
Reference Count: N/A
ISBN: 978-1-3034-5681-7
Insights into Education's Race to the Top: Correlational Survey Exploring Perceptions of Organizational Culture and Change Ambivalence during the Implementation of a Mandated Performance Evaluation System in a Northeast U.S. School District
Schwamb, Andrea B.
ProQuest LLC, Ed.D. Dissertation, Northeastern University
American public schools are currently facing a new mandated evaluation system that will create substantial change by requiring districts to evaluate professional staff based on two quantified measures: (a) state testing, and (b) a district determined measure. Although reforms have been at the forefront of policymakers' agendas, these initiatives have continued to fail. This quantitative study examined the relationship between perceived organizational culture and change ambivalence. The study was non-experimental and correlational in design. The conceptual framework was formulated through the lens of a systems theorist. One hundred and fifty professional school staff completed the Organizational Culture Survey and Change Ambivalence Scale. The seven composite variables were involvement, consistency, adaptability, mission, cognition, intention, and emotion. Relationships between some of the variables were indicated through Pearson Correlation (2-tailed). Those included: (a) Denison's involvement and Piderit's cognition (0.031), intention (0.001), positive (0.001), and negative emotions (0.008); (b) Denison's consistency and Piderit's intention (0.026) and negative emotion (0.017); and (c) Denison's adaptability and Piderit's negative emotions (0.001). Overall results established some relationships between professional schoolteachers' and leaders' perceptions of their culture and how they think, feel, and intend to act amidst a new mandated evaluation system. As professional staff indicated some elements of the perceived culture of the organization were positive, ambivalence toward change increased. In order to change an organization, policymakers and leaders should "first examine the linkages between underlying values, organizational structures, and individual meaning" (Denison & Spreitzer, 1991, p. 2), and second re-conceptualize individual responses toward change by examining attitudes multidimensionally (Piderit, 2000). [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page:]
ProQuest LLC. 789 East Eisenhower Parkway, P.O. Box 1346, Ann Arbor, MI 48106. Tel: 800-521-0600; Web site:
Publication Type: Dissertations/Theses - Doctoral Dissertations
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A
Identifiers - Laws, Policies, & Programs: Race to the Top