THE IMPACT OF CHANGE MANAGEMENT ON THE QUALITY OF THE WORK ENVIRONMENT: A STUDY OF THE EMPLOYER-EMPLOYEE RELATIONSHIP OF SENIOR CUSTOMS SUPERVISORS
DOI:
https://doi.org/10.17770/etr2025vol5.8497Keywords:
Change management, Customs Board, senior customs supervisors, work environmentAbstract
This study examines the impact of change management on the quality of the work environment by analysing the employer-employee relationship among senior customs supervisors working at Latgale customs checkpoints. The necessity to adapt personnel management approaches within the Customs Board is highlighted, taking into account the sustainable development goals of the institution. A quantitative survey was conducted involving 113 respondents, representing different socio-demographic groups. The analysis of the results revealed significant differences in the perception of work environment dimensions, with educational level showing the strongest influence. However, gender, marital status, family responsibilities, and management experience also showed variations that should not be overlooked when shaping change management strategies. The findings demonstrate that socio-demographic and professional profiles have a complex effect on employees’ satisfaction and perception of the working environment. Based on the results, recommendations are proposed to incorporate these factors systematically into personnel management practices, aiming to strengthen institutional efficiency and improve the well-being of customs employees.
References
J. P. Kotter, Leading Change. Boston, MA: Harvard Business School Press, 1996.
S. Fernandez and H. G. Rainey, "Managing successful organizational change in the public sector," Public Administration Review, vol. 66, no. 2, pp. 168–176, 2006. https://doi.org/10.1111/j.1540-6210.2006.00570.x
B. Burnes, Managing Change: A Strategic Approach to Organisational Dynamics, 4th ed. Essex, UK: Pearson Education, 2004.
T. G. Cummings and C. G. Worley, Organization Development and Change, 10th ed. Boston, MA: Cengage Learning, 2014.
A. A. Armenakis and S. G. Harris, "Reflections: Our journey in organizational change research and practice," Journal of Change Management, vol. 9, no. 2, pp. 127–142, 2009. https://doi.org/10.1080/14697010902879079
W. Bridges, Managing Transitions: Making the Most of Change, 3rd ed. Philadelphia, PA: Da Capo Press, 2009.
K. Lewin, "Frontiers in group dynamics," Human Relations, vol. 1, no. 1, pp. 5–41, 1947. https://doi.org/10.1177/001872674700100103
J. Hayes, The Theory and Practice of Change Management, 3rd ed. Basingstoke, UK: Palgrave Macmillan, 2010.
European Commission, Quality of Public Administration: A Toolbox for Practitioners. Luxembourg: Publications Office of the European Union, 2017. [Online]. Available: https://op.europa.eu/en/publication-detail/-/publication/1e68deed-1c20-11e7-aeb3-01aa75ed71a1[Accessed: Feb. 12, 2025].
A. Hughes, Managing Change in the Public Sector. London: Routledge, 2018.
Downloads
Published
Issue
Section
License
Copyright (c) 2025 Vladislavs Sardiko, Dzintra Ilisko
This work is licensed under a Creative Commons Attribution 4.0 International License.