Article | Open Access | Published: 9 July 2019
Developing a Scale on Employee Involvement and Motivation in Eff ective Change Management: A Case of Canteen Stores Department
| Views: | 21 | | | Downloads: | 14 |
Abstract:
Effective Change Management (ECM) had emerged as a new field of study. One of the most insightful attributes of organizational change efforts is their low success rate. The success rate of Change endeavors in organizations is alarming. Therefore, it is not viable to commit precious resources monetary or human capital for any change endeavor that does not bring anticipated results. 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. The current paper will highlight the importance of the effectiveness of change management 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.
Keywords:
Change, Effective Change Management (ECM), Employee Involvement and Motivation (EIM), Criteria for Effective Change, Canteen Store Department (CSD)
Publisher:
ILMA UNIVERSITY
Published:
9 July 2019
Issue:
Issue 1 : Volume 15
E-ISSN:
2409-6520
P-ISSN:
2414-8393
DOI:
-
This is an open access article distributed under the terms of the Creative Commons Attribution CC BY 4.0 license, which permits any use, distribution, and reproduction of the work without further permission provided the original author(s) and source are credited.