Adoption of Employee Involvement Practices: Organizational Change Issues and Insights

2013 ◽  
pp. 233-257 ◽  
Author(s):  
George S. Benson ◽  
Michael Kimmel ◽  
Edward E. Lawler
Keyword(s):  
Organizational Change ◽  
Employee Involvement

Employee Voice, Employee Involvement, and Organizational Change Readiness: Mediating Role of Commitment-to-Change and Moderating Role of Transformational Leadership

2021 ◽  
pp. 227853372110439
Author(s):  
Rama Krishna Gupta Potnuru ◽  
Rohini Sharma ◽  
Chandan Kumar Sahoo
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Employee Involvement ◽  
Change Readiness ◽  
Employee Voice ◽  
Equation Modeling ◽  
Commitment To Change ◽  
The Relationship ◽  
Moderating Role

This study explores the antecedents for organizational change readiness for altering the status quo and empirically validates few potent tools which facilitate change. By drawing on change management literature, this study examines the influence of employee voice (EV) and employee involvement (EI) on commitment-to-change (CTC), considering the latter as a mediating variable in the relation between antecedent human resources practices (EV and EI) and organizational change readiness (OCR). Subsequently, the moderating role of transformational leadership was analyzed on these posited relationships. The hypotheses proposed in the research model are tested on a sample of 516 employees from an Indian public sector organization, applying Baron and Kenny’s (1986) technique for establishing mediation and Ping’s approach to moderated structured equation modeling for moderation. The findings suggest that CTC partially mediates the relationship between EV and OCR, but it does not mediate between EI and OCR. Likewise, the study results also empirically validate that the relationship between EV and CTC is enhanced if leadership is transformational, also the hypothesis positing the moderating role of transformational leadership between EI and CTC was supported.

Introduction: Organizational Change and Work Reforms at the Levels of Society, Trade Union, Work Group, and Task

1989 ◽  
Vol 19 (2) ◽  
pp. 315-317 ◽  
Author(s):  
Gunn Johansson
Keyword(s):  
Organizational Change ◽  
Trade Union ◽  
Employee Involvement ◽  
Work Group ◽  
Special Section ◽  
Work Organization ◽  
Work Place ◽  
The Third ◽  
And Task

This article introduces the third series of articles in the Special Section on work organization and health. The authors follow up on themes addressed in earlier articles, among them the interrelations between work organization and health, organizational obstacles to democratization at the work place, and the need for employee involvement in attaining and developing democratic forms of work organization.

scholarly journals THE IMPACT OF CHANGE MANAGEMENT ON JOB SATISFACTION OF EMPLOYEES IN GHANA’S BANKING SECTOR

2014 ◽  
Vol 9 (2) ◽  
pp. 140-149 ◽  
Author(s):  
Noble Osei-Bonsu
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Change Management ◽  
Attitude Change ◽  
Banking Sector ◽  
Employee Involvement ◽  
Positive Impact ◽  
Employee Attitudes ◽  
Employee Job Satisfaction ◽  
The Impact

Employee job satisfaction is pertinent and critical in the change management process of contemporary organizations. The objectives of this study are to assess the extent of employee involvement in the change management processes, assess the impact of change management on employee job satisfaction and thirdly, attitude of employees after organizational change. A descriptive survey research design was employed to administer a self-designed questionnaire consisting of open and closed- ended items to one hundred and forty respondents using simple random sampling. Closed-ended items were measured on a five-point Likert scale. Data was analysed using SPSS and presented in descriptive form. The main findings indicate that employees’ involvement in the process was limited to provision of adequate information. It was also revealed that generally, the change had a positive impact on employees’ job satisfaction. Finally, employee attitudes after the change were found to be positive. Interestingly, respondents disagreed with the issue of high level of trust after the change process. In view of the findings, it is recommended that management should encourage employees’ maximum participation in the process through adequate representation on change management committees. Key words: attitude, change management, employee involvement, job satisfaction, organizational change.

scholarly journals Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change

2018 ◽  
Vol 3 (3) ◽  
pp. 123-127 ◽  
Author(s):  
Syed Talib Hussain ◽  
Shen Lei ◽  
Tayyaba Akram ◽  
Muhammad Jamal Haider ◽  
Syed Hadi Hussain ◽  
...  
Keyword(s):  
Organizational Change ◽  
Critical Review ◽  
Employee Involvement ◽  
Change Model

Organizational change cynicism: The role of employee involvement

2008 ◽  
Vol 47 (4) ◽  
pp. 667-686 ◽  
Author(s):  
Michelle Brown ◽  
Christina Cregan
Keyword(s):  
Organizational Change ◽  
Employee Involvement

scholarly journals Toward Effective Employee Involvement: An Analysis Of Parallel And Self-Managing Teams

2011 ◽  
Vol 9 (1) ◽  
pp. 25 ◽  
Author(s):  
Thomas E. Harris
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Work Teams ◽  
Employee Involvement ◽  
Organizational Structures

Employee involvement (EI) is a viable response to the demands of the 1990s. However, current approaches to EI utilize the least effective mechanisms. This study examines EI and identifies the strengths and weaknesses of parallel and self-managing work teams (SMWT). Four issues are developed, they are: the roles of problem-solving groups as parallel organizational structures; limitations to the use of parallel groups; the successes of SMWT, and the concepts behind SMWT. SMWT represent an important EI technique for successful organizational change.

Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden
Keyword(s):  
Organizational Change ◽  
Health Care Organizations ◽  
Social Power ◽  
Social Systems ◽  
Front Line ◽  
Organization Level ◽  
Speech Language Pathologist ◽  
Constant State ◽  
Theories Of Change ◽  
Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

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