Impact of change management on employee engagement

Change is inevitable and change is necessary; in order for organisations to remain competitive they have to keep on evolving, ensuring that the organisational vision and strategy are aligned to the organisation’s vision, importantly, that the employees have a fulfilling work experience in order to do their best and live up to the organisation’s values. In the high-pressured, agile work environment, it is necessary for the organisations to move their processes with the times, providing information on digital platforms while upskilling the employees and saving time. Employee engagement is defined as the force that drives the organisational success and when achieved it eventually leads to high morale, employee retention, employee trust and loyalty to the organisation and organisational performance The aim of the study was to investigate the impact of change management process on the employee engagement in the workplace. The three identified main factors were readiness for change, process of change and leadership involvement. Change initiatives have been reported to fail by 70% if not implemented effectively and can have a negative impact on how the employees receive the change. The mixed method study approach was used, starting with interviews with the four key players in the organisation to establish how they perceive change and gather new information. It was followed by a quantitative e-survey to departments which have had technological change in the past year. The empirical results showed that the there is a relationship between the factors of change and employee engagement. Importance of readiness for change was highlighted, supporting the need for an organisational analysis followed by a detailed change plan aligned to the organisational vision. Process of change had a positive significance for employee engagement while lack of leadership involvement showed the negative relationship to employee engagement. The findings show how change leadership should work in sync with organisational leadership at all times and should incorporate change management into the organisational DNA

Impact of change management on employee engagement

Change is inevitable and change is necessary; in order for organisations to remain competitive they have to keep on evolving, ensuring that the organisational vision and strategy are aligned to the organisation’s vision, importantly, that the employees have a fulfilling work experience in order to do their best and live up to the organisation’s values. In the high-pressured, agile work environment, it is necessary for the organisations to move their processes with the times, providing information on digital platforms while upskilling the employees and saving time. Employee engagement is defined as the force that drives the organisational success and when achieved it eventually leads to high morale, employee retention, employee trust and loyalty to the organisation and organisational performance The aim of the study was to investigate the impact of change management process on the employee engagement in the workplace. The three identified main factors were readiness for change, process of change and leadership involvement. Change initiatives have been reported to fail by 70% if not implemented effectively and can have a negative impact on how the employees receive the change. The mixed method study approach was used, starting with interviews with the four key players in the organisation to establish how they perceive change and gather new information. It was followed by a quantitative e-survey to departments which have had technological change in the past year. The empirical results showed that the there is a relationship between the factors of change and employee engagement. Importance of readiness for change was highlighted, supporting the need for an organisational analysis followed by a detailed change plan aligned to the organisational vision. Process of change had a positive significance for employee engagement while lack of leadership involvement showed the negative relationship to employee engagement. The findings show how change leadership should work in sync with organisational leadership at all times and should incorporate change management into the organisational DNA