Change Management Communication: The Role of Meaningfulness, Leadership Brand Authenticity, and Gender

2020 ◽  
pp. 193896552092902 ◽  
Author(s):  
Lenna V. Shulga
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Change Management ◽  
Employee Engagement ◽  
Work Engagement ◽  
Service Climate ◽  
Continuous Change ◽  
Brand Authenticity ◽  
Change Communication ◽  
Hospitality Managers

As hospitality firms face increasing demands that require continuous change, it is imperative to design change management processes that allow for effective communication of change initiatives. This study of 235 employees examined the effects of organizational change communication 1 month after the change message was delivered at the annual leadership conference of a well-known U.S.-based limited-service hotel chain. In hospitality organizations, successful change management is impossible without employee engagement. However, employees’ sensemaking of the organizational change message may encourage or hinder their receptivity to change. Findings showed that while positive appraisal of conference message meaningfulness positively influenced employee work engagement, perceptions of leadership brand authenticity had a stronger impact. Moreover, employees bundled message meaningfulness and leadership brand authenticity perceptions for greater work engagement, which is linked with job satisfaction and service climate evaluation. Female attendees were highly influenced by leadership brand authenticity perceptions, driving stronger job satisfaction and stronger service climate. However, for male attendees, meaningfulness of the conference message had a significant impact on engagement. Thus, hospitality managers’ ability to adjust organizational change communication through message meaningfulness and authentic leadership branding may assist in securing the desired outcomes of change.

scholarly journals How Does Emotional Intelligence Make One Feel Better at Work? The Mediational Role of Work Engagement

2018 ◽  
Vol 15 (9) ◽  
pp. 1909 ◽  
Author(s):  
Natalio Extremera ◽  
Sergio Mérida-López ◽  
Nicolás Sánchez-Álvarez ◽  
Cirenia Quintana-Orts
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Employee Engagement ◽  
Work Engagement ◽  
Demographic Data ◽  
Employee Attitudes ◽  
Multiple Mediation ◽  
Satisfaction Scale ◽  
Mediational Role ◽  
Overall Job Satisfaction

Although previous research has highlighted the association between emotional intelligence (EI) and job satisfaction, the underlying mechanisms remain relatively unexplored. To address this gap, this study examined employee engagement as a potential mediator of the association. A multi-occupational sample of 405 Spanish professionals completed the Wong Law Emotional Intelligence Scale, the Utrecht Work Engagement Scale and an Overall Job Satisfaction Scale as well as providing socio-demographic data. As expected, employees’ EI was positively related to engagement dimensions (vigour, dedication and absorption) as well as overall job satisfaction. Bootstrap estimates from multiple mediation analysis confirmed that employees’ perceived EI was indirectly associated with job satisfaction via vigour and dedication scores, even when controlling for the effects of socio-demographic variables. Similarly, the same pattern was found when multiple mediation was conducted for each EI dimension. Our study contributes to understanding of the processes involved in maintaining and enhancing positive attitudes at work, providing the first, encouraging evidence that work engagement play a role in the EI-job satisfaction link. Our results extend the EI literature by elucidating the pathways through which EI is linked to positive employee attitudes and suggests that intervention programs designed to bolster EI might prove effective at increasing job satisfaction.

Abusive supervision and employee engagement and satisfaction: the mediating role of employee silence

2020 ◽  
Vol 49 (9) ◽  
pp. 1845-1858
Author(s):  
Chih-Chieh Wang ◽  
Hui-Hsien Hsieh ◽  
Yau-De Wang
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Work Engagement ◽  
Structural Equation ◽  
Work Motivation ◽  
Abusive Supervision ◽  
Equation Modeling ◽  
Full Time ◽  
Content Type ◽  
Employee Silence

PurposePrevious studies have found that abusive supervision undermines employees' work motivation and attitudes, namely work engagement and job satisfaction. However, less is known about the mechanisms by which abusive supervision negatively relates to employees' work engagement and job satisfaction. Drawing on conservation of resources theory, this study examines employee silence as a mediating mechanism linking abusive supervision to employees' work engagement and job satisfaction.Design/methodology/approachSurvey data were collected from a sample of 233 full-time employees of a large hotel service company in Taiwan. Structural equation modeling analyses were conducted to test the hypotheses.FindingsThe results showed that abusive supervision has a positive association with employee silence. Moreover, the results showed that employee silence mediates the negative associations of abusive supervision with employees' work engagement and job satisfaction.Practical implicationsThe results suggest that organizational managers should provide supervisors with leadership interventions to prevent the occurrence of abusive supervision. Furthermore, organizational managers should provide employees with opportunities to voice their concerns through the use of organizational communication and participation, which can reduce employee silence and subsequently foster employee engagement and satisfaction at work.Originality/valueThis study advances our understanding of how abusive supervision results in poor work motivation and attitudes among employees. This contributes to the literature by identifying employee silence as a suitable mediating mechanism linking the negative associations of abusive supervision with employees' work engagement and job satisfaction.

Managing change: role of leadership and diversity management

2020 ◽  
Vol 33 (7) ◽  
pp. 1471-1483
Author(s):  
Rosemary Vito ◽  
Bharati Sethi
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Change Management ◽  
Diversity Management ◽  
Practical Reasons ◽  
Leader Member Exchange ◽  
Paid Work ◽  
Work Experiences ◽  
Content Type ◽  
Member Exchange

PurposeThe lived paid work experiences of two women (a European Canadian-born and a South Asian immigrant) demonstrate how low-quality leader–member exchanges and poor diversity management negatively influence employees' health, job satisfaction and retention during a period of major organizational change.Design/methodology/approachThis paper combined a narrative case study with auto ethnography to examine the lived paid work experiences of the two female authors and identify common patterns of meaning within the data.FindingsThe analysis of personalized accounts demonstrate the damaging results of a failed change management initiative when leaders did not follow an organizational change model and used an authoritarian leadership style. Further, the low-quality leader–member exchanges and poor diversity management reduced authors' feelings of inclusion and negatively impacted their emotional and physical health, job satisfaction, and retention.Research limitations/implicationsNew knowledge gained about leader–member exchange and diversity management has implications not only for leaders, but also human service managers. The data represents the authors' two perspectives, constraining generalizability. Larger samples of employees' narratives from diverse cultural/work backgrounds would be valuable to inform organizational change.Practical implicationsThe paper provides practical reasons for leadership training and skill development in change management models.Social implicationsGiven global demographic diversity, the findings are relevant to organizations, highlighting the importance of creating a climate of inclusion for workers' job satisfaction and retention and organizational success.Originality/valueWhile the sample size (n = 2) is very small, using a combination of personal experience methods offered insights into the complexity of leader–member exchange and diversity management from workers' perspectives, and went beyond successful cases, adding value to organizational change research.

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 Impacting Factors on the Employees’ Performance during Acquisitions: A Study on KASB Bank into Bank Islami Pakistan Ltd

2019 ◽  
Vol 12 (4) ◽  
pp. 123
Author(s):  
Salar Hussain ◽  
Arjumand Bano Soomro ◽  
Arifa Bhutto ◽  
Sobia Shah ◽  
Shazia Shahab Shaikh
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Cultural Change ◽  
Banking Sector ◽  
Employee Performance ◽  
Primary Data ◽  
Equation Modeling ◽  
Independent Variables ◽  
Change Communication ◽  
The Impact

Employee performance has a huge effect on success of modern organization. Employees are considered as backbone for any organization that cannot be emulated from the competition, therefore employee performance should be considered major valuable resource. This study has focused on the banking sector where employees’ performance having huge impact on organization. For this purpose, we chose two banks from Pakistan for acquisition, one is Bank Islami Pakistan Ltd and second KASB Bank were chosen, their acquisition took place on 8th of May 2015. In this study, the employees’ performance was examined on the bases of few factors like an organizational cultural change, communication between the acquirer and target bank, organizational change managed by the acquirer firm, and job satisfaction of both the acquirer and the target banks’ employees. We collected the Primary data by using the questionnaire methodology where we collected data from 200 respondents of both banks representing the overall population of the acquirer bank and target bank. The findings of this study were interpreted with the help of Confirmatory Factor Analysis (CFA), and Structural Equation Modeling (SEM), which were used to find the impact of independent variables; cultural change, communication gap, organizational change and job satisfaction on dependent variable(s) which is employees’ performance. The outcome of our questionnaires data shows that proper management of independent variables can decrease the level of anxiety amongst employees, which affect the industry making a successful acquisition.

scholarly journals Organizational identification, work engagement, and job satisfaction

2015 ◽  
Vol 30 (8) ◽  
pp. 1019-1033 ◽  
Author(s):  
Maria Karanika-Murray ◽  
Nikita Duncan ◽  
Halley M. Pontes ◽  
Mark D. Griffiths
Keyword(s):  
Job Satisfaction ◽  
Social Identity ◽  
Organizational Behavior ◽  
Employee Engagement ◽  
Work Engagement ◽  
Organizational Identification ◽  
Three Dimensions ◽  
Content Type ◽  
Practical Implications

Purpose – Organizational identification refers to a person’s sense of belonging within the organization in which they work. Despite the importance of organizational identification for work-related attitudes and organizational behavior, little research has directly examined the mechanisms that may link these. The purpose of this paper is to provide an understanding of how organizational identification relates to job satisfaction. Design/methodology/approach – Adopting a social identity perspective, the authors present and test two models that describe work engagement and its constituent dimensions (vigor, dedication, absorption) as mediating the relationship between organizational identification and job satisfaction. Findings – Bootstrapped mediation analyses provided support for full mediation whereby there is an indirect (via work engagement) and positive effect of organizational identification on job satisfaction. Analyses also provided support for the mediating effects of the three dimensions of work engagement, vigor, dedication, and absorption, in this relationship. Practical implications – Although cross-sectional, this study provides a needed first step toward an understanding of the important role of organizational identification for job satisfaction and the mediating role of work engagement in this relationship. Originality/value – The results provide valuable insights into the effects of organizational identification and address some of the gaps in understanding social identity as the context for work behaviors. Theoretical and practical implications for strengthening employee engagement and enhancing organizational identification are discussed.

Organizational Trauma and Change Management

2017 ◽  
pp. 922-944
Author(s):  
Juan-Maria Gallego
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Change Management ◽  
Resistance To Change ◽  
Psychological Effects ◽  
Or Management ◽  
Potential Relationship ◽  
Organizational Behaviors ◽  
Organizational Trauma ◽  
Management Behaviors

This chapter will evaluate the correlation between change management and the employee and/or management behaviors detrimental to the wellbeing of those individuals and the overall productivity and efficiency of an organization. The potential relationship between change and organizational behaviors, the effects of change on the wellbeing of individuals, the well-documented resistance to change would analyzed as well as potential techniques that managers, consultants and HR departments could implement to minimize the detrimental influence of organizational change on the wellbeing of individuals. The traumatic effects of change on the employee, both physical and psychological effects would be included in this chapter. These effects on the wellbeing of employees have been correlated to diminishing job satisfaction, increased absenteeism and turnover, reduced productivity and effectiveness and overall lower engagement with the organization. The chapter will include the introduction and brief analysis of organizational change and effectiveness models in particular the Burke-Litwin Model.

Measures for Employee Engagement: Public Service in Sri Lanka

2020 ◽  
Vol 3 (2) ◽  
pp. 30-45
Author(s):  
A.T. Wijesekera ◽  
R.Lalitha S. Fernando
Keyword(s):  
Sri Lanka ◽  
Service Quality ◽  
Employee Engagement ◽  
Work Engagement ◽  
Public Service ◽  
Quantitative Methods ◽  
Service Climate ◽  
Qualitative And Quantitative ◽  
Qualitative And Quantitative Methods ◽  
Utrecht Work Engagement Scale

Employee engagement is crucial in the delivery of public service efficiently and effectively. Employee engagement is essential as a foundation for service climate (Salanova et al., 2005). Measuring employee engagement is vital to identify the areas to be improved to increase the service quality. The most accepted Utrecht Work Engagement Scale (UWES) is heavily applied to measure the employee engagement of Business to Customer (B2C) profit oriented organizations. Therefore, a customized measure for employee engagement is essential for public service. This paper describes the development of a customized scale based on UWES scale for assessing employee engagement in public service with reference to Divisional Secretariats in Sri Lanka. In developing and validating measures, qualitative and quantitative methods were utilized as recommended by Hinkin's (1998). Finally, a customized scale with 16-items was developed under vigor, dedication and absorption dimensions to measure the employee engagement of public service in Sri Lanka.

Crafting the Change: The Role of Employee Job Crafting Behaviors for Successful Organizational Change

2016 ◽  
Vol 44 (5) ◽  
pp. 1766-1792 ◽  
Author(s):  
Paraskevas Petrou ◽  
Evangelia Demerouti ◽  
Wilmar B. Schaufeli
Keyword(s):  
Organizational Change ◽  
Work Engagement ◽  
Police Officers ◽  
Regulatory Focus ◽  
Longitudinal Design ◽  
Change Score ◽  
Job Crafting ◽  
Change Communication ◽  
Job Challenges ◽  
Reactions To Change

Organizations today have to change constantly. Although both practitioners and scientists agree that organizational change communication is the most effective strategy to improve employee adjustment to change, little is known about how change communication enhances more proactive employee reactions to change. The present study addresses employee job crafting behaviors (i.e., seeking job resources, seeking job challenges, and reducing job demands) as a tool used by employees in order to respond to and cope with implemented organizational change. Using regulatory focus theory, we propose that on the basis of their promotion or prevention regulatory focus, employees respond to organizational change communication via job crafting behaviors that further enhance or hinder their adjustment to change (i.e., work engagement and adaptivity). Hypotheses are tested with a latent change score analytical approach via a three-wave longitudinal design among 368 police officers. Findings reveal that while adequate change communication is linked to increased job crafting behaviors for promotion focused employees, inadequate change communication is linked to increased job crafting behaviors for prevention focused employees. Furthermore, seeking resources is positively associated with employee work engagement, seeking challenges is positively associated with adaptivity, and reducing demands is negatively associated with work engagement. These findings bring together three different streams of literature (i.e., organizational change, regulatory focus, and job crafting). Implications for management are outlined, and they are, thereafter, translated to a specific workplace intervention, which is proposed to organizations and managers.

scholarly journals Identifikasi pengaruh perceived organizational support terhadap kepuasan kerja dengan work engagement sebagai variabel pemediasi

2018 ◽  
Vol 7 (1) ◽  
Author(s):  
Rini Sarianti ◽  
Yuki Fitria ◽  
Etha Visari Nazara
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Work Engagement ◽  
Organizational Support ◽  
Significant Relationship ◽  
Perceived Organizational Support ◽  
Secondary Data ◽  
Primary Data ◽  
Development Bank ◽  
Regional Development Bank

The purpose of this research is to analyze (1) the influence of perceived organizational support on job satisfaction (2) the influence of perceived organizational support on employee engagement (3) the influence of perceived organizational support on job satisfaction with employee engagement as a mediating variable. The population in this research are the employees of Department of PT. West Sumatera Regional Development Bank of Padang consist of 115 employees. The samples were selected using Clustered Proportional Random Sampling which the total of the samples are 89 employees. The data used are primary data and secondary data. The data was analyzed using multiple regression analysis with mediating variable. The result of this research shows (1) perceived organizational support has a positive and significant relationship on job satisfaction (2) perceived organizational support has a positive and significant relationship on employee engagement (3) employee engagement become a mediator on the effect of perceived organizational support on job satisfaction.Keywords: Perceived organizational support; job satisfaction; employee engagement.

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