Developing a Scale on Employee Involvement and Motivation in Effective Change Management: A Case of Canteen Stores Department

Faryal Razzak, Sadia Shaikh, Asif Kamran, Ahad Hayat Khan


The concept of Effective Change Management (ECM) is relatively new. One of the most insightful attributes of organizational change efforts is their low success rate. The success rate of change endeavours in organizations is alarming. Therefore, no organization can afford to waste financial, human and process resources in implementing change that is not fruitful. Moreover, no change process can be effective if the employee’s involvement and motivation (EIM) is missing to embrace and make the change effective. The current paper highlights the factors associated with EIM and proposes a framework and an indigenous scale based on the framework proposed by Razzaq (2010) ECM model. The pilot study was conducted in the retail sector leading chain store, Canteen Store Department (CSD). Descriptive statistics and exploratory factor analysis are conducted to check the factor structure of the EIM construct. As hypothesized, the EIM is a composite of five underlying elements. This research will bring a paradigm shift to view change management for its effectiveness and the suggested new scale will be a valuable tool for managers and practitioners to focus on the factors that define employees’ involvement in ECM or identify and rectify the shortfalls in executing the organizational change process.

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