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

Abstract


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.


Full Text:

PDF

References


Antwi, M., & Kale, M. (2014). Change Management in Healthcare. Kingston, ON: The Monieson Centre for Business Research in Healthcare, Queen's University School of Business.

Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of management, 25(3), 293-315.

Ashfaq, F. (2011). Role of organization Measures in Effective Change management, National Research Conference (NRC-16), SZABIST, December 11, 2011 Karachi, Pakistan.

Beckhard, R., & Harris, R. T. (1987). Assessing the present: benchmarks for change. Organizational transitions: Managing complex change, 2, 57-70.

Barrett, D. J. (2002). Change communication: using strategic employee communication to facilitate major change. Corporate Communications: An International Journal, 7(4), 219-231.

Belasen, A. T. (2000). Leading the learning organization: Communication and competencies for managing change. SUNY Press.

Bessant, J. R. (2003). High-involvement innovation: Building and sustaining competitive advantage through continuous change. Wiley.

Boeker, W. (1997). Strategic change: The influence of managerial characteristics and organizational growth. Academy of management journal, 40(1), 152-170.

Boonstra, J. (2004). Some reflections and perspectives on organizing, changing, and learning. Dynamics of organizational change and learning, 447-475.

Burnes, B., & Jackson, P. (2011). Success and failure in organizational change: An exploration of the role of values. Journal of Change Management, 11(2), 133-162.

Burnes, B. (1996). No such thing as… a “one best way” to manage organizational change. Management decision, 34(10), 11-18.

Carnall, C. (2018). Managing change. Routledge.

Chia, R. (2014). Organizational analysis as deconstructive practice (Vol. 77). Walter de Gruyter.

Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.

de Caluwé, L., & Vermaak, H. (2004). Thinking about change in different colours. Dynamics of organizational change and learning, 197-226.

EIRMA (2004) Assessing R&D Effectiveness. EIRMA working group paper no. 62. Paris.

Field, A. (2005). Discovering Statistics Using SPSS For Windows. SAGE Publications Ltd p. 816.

Furnham, A. (2002). Managers as change agents. Journal of Change Management, 3(1), 21-29.

Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American sociological review, 149-164.

Haines, S., Aller-Stead, G., & McKinlay, J. (2004). Enterprise-wide change: superior results through systems thinking (Vol. 23). John Wiley & Sons.

Henrik Jørgensen, H., Owen, L., & Neus, A. (2009). Stop improvising change management!. Strategy & Leadership, 37(2), 38-44.

Higgs, M., & Rowland, D. (2000). Building change leadership capability: ‘The quest for change competence’. Journal of change management, 1(2), 116-130.

Hinkin, T. R. (1995). A review of scale development practices in the study of organizations. Journal of management, 21(5), 967-988.

Holvino, E., Ferdman, B. M., & Merrill-Sands, D. (2004). Creating and sustaining diversity and inclusion in organizations: Strategies and approaches.

Hughes, M. (2010). Managing change: A critical perspective. Kogan Page Publishers.

Hultman, K. (2001). Balancing individual and organizational values: Walking the tightrope to success (JB OD (Organizational Development)). Jossey Bass.

Jacques, R. (1996). Manufacturing the employee.

Leana, C., Appelbaum, E., & Shevchuk, I. (2009). Work process and quality of care in early childhood education: The role of job crafting. Academy of Management Journal, 52(6), 1169-1192.

Leech, N. L., Barrett, K. C., & Morgan, G. A. (2014). IBM SPSS for intermediate statistics: Use and interpretation. Routledge.

Moss Kanter, R., Stein, B. A., & Jick, T. D. (1992). The challenge of organizational change: How companies experience it and leaders guide it. New York.

Nguyen Huy, Q. U. Y. (2001). Time, temporal capability, and planned change. Academy of management Review, 26(4), 601-623.

Peterson, M. F., Smith, P. B., Akande, A., Ayestaran, S., Bochner, S., Callan, V., ... & Hofmann, K. (1995). Role conflict, ambiguity, and overload: A 21-nation study. Academy of Management Journal, 38(2), 429-452.

Kotter, J. P. (2007). Leading Change: An Action Plan from the World's Foremost Epxert on Business Leadership. Playaway Digital Audio.

McClave, J. T., Benson, P. G., & Sincich, T. (1998). A first course in business statistics (Vol. 7). Prentice Hall.

Petrou, P., Demerouti, E., & Schaufeli, W. B. (2018). Crafting the change: The role of employee job crafting behaviors for successful organizational change. Journal of Management, 44(5), 1766-1792.

Poole, M. S., & Van de Ven, A. H. (Eds.). (2004). Handbook of organizational change and innovation. Oxford University Press.

Quarterly, M. (2006). Organizing for successful change management: A McKinsey Global Survey. London, UK: McKinsey & Company.

Razzaq, F. (2010). A Framework for Effective Change Management in Pakistani Context, AGBA(Saicon) 2010, Pakistan.

Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., & Smith, B. (2001). The dance of change: The challenges to sustaining momentum in learning organizations. Group Facilitation, 3, 82.

Smith, M. E. (2002). Success rates for different types of organizational change. Performance Improvement, 41(1), 26-33.

Tidd, J., Bessant, J., & Pavitt, K. (2005). Managing innovation integrating technological, market and organizational change. John Wiley and Sons Ltd.

Utterback, J. (1994). Mastering the dynamics of innovation: How companies can seize opportunities in the face of technological change.

Van Dam, K., Nikolova, I., & Van Ruysseveldt, J. 2013. The importance of LMX and situational goal orientation as predictors of job crafting. Gedrag & Organisatie, 26: 66-84.

Van der Ven, N. (2011). The shame of reason in organizational change: A Levinassian perspective (Vol. 32). Springer Science & Business Media.

Waddell, D., Cummings, T. G., & Worley, C. G. (2000). Organisation development and change. Nelson Thomson Learning.

Waddell, D., & Sohal, A. S. (1998). Resistance: a constructive tool for change management. Management decision, 36(8), 543-548.

Welch, J., Welch, S., Primus, B., Winkelmann, H., Grawe, S., & Szymczyk, M. (2005). Winning (Vol. 84). New York: HarperCollins.

Will, M. G., & Wetzel, R. (2017). Next Concepts for Successful Organizational Change.


Refbacks

  • There are currently no refbacks.