Effects Of Organizational Changes On Employee Commitment

Effects Of Organizational Changes On Employee CommitmentThere is no standard formula where the companies can increase the employee engagement just by following a set of standard steps. This is a long drawn process where the management and the employees will have repeated interactions over a period of time where both the parties understand the long term needs of the organization and buy into the change process. There are several barriers to it and the decisions taken in this case has to involve all levels rather than just limiting the whole process to the top management alone. The work environment in the organization should be improved for good and they should adapt the best practices that are followed in the industry and at the same time they should make the necessary changes so that it matches with the requirements of the organization (Guy, 2005, pg 45). The management should look at establishing a good culture in the organization so that they keep the employees engaged with the work and when the changes have to be made in the organization, they are up for the same. Implementation of a good culture cannot happen overnight as and when the requirement for the change in the organization arises and hence the employees cannot be made pro change all of a sudden y adopting a few employees friendly acts all of a sudden (Goodman, 2004, pg 18).

Schmidt (2000) states that communication and delegation of important responsibilities can make the employees more engaged in the work as it is seen that in such instances the employees take the ownership of the job. This is what the management also wants as they would like the employees to take up the responsibility of finishing the work. Rousseau (2004) has a different view on the whole thing; he believes that even though the organizational changes affects the operations of both the unit where the change is made and also on various other aspects of the organization still the benefits are being passed only to the unit. This needs the employees in other unit to be engaged so that they also co-operate in the change process even though their respective units stands to gain nothing (Fedor, 2006 pg 27). There are various ways that organizations use to make sure that the whole organization is aligned to the change; Multi level motivation, effective management of various vertical and performance based pay are some of the common methods that are being used by companies in ensuring the same.

Change is something that organizations have to live with and the pace with which the surrounding environment changes in the organization forces them to be up to the challenge and make the organization ready for the same (Konrad, 2006, pg 99). No matter how technologically improved they might be, employees are the key resources who would decide the future of any change management process in an organization, There is no standard success formula that the organization can adapt and ensure that they smoothly implement the same. In addition to this in various studies it has been found that the factors that are affecting the change management and employee engagement is more or less the same. The studies also suggest that there is a strong co relation between these two factors also. As an organization in the current market environment, we would be looking at a sustainable growth process for which the employees in the organization should be up and ready to change as the situation warrants rather than resisting the same and bringing down the productivity levels.

References

Fedor, D.B. 2006, The effects of organizational changes on employee commitment: a multilevel investigation, Personnel Psychology, 59, 1, 1-30

Goodman, P.S. & Rousseau, D.M. 2004, Organizational change that produces results: The linkage Approach, Academy of Management Executive, 18, 3.

Guy, G.R. & Beaman, K.V. 2005, Effecting change in business enterprises: Current trends in change Management, The Conference Board, Pg 44-46

Ogilvie, J.R. & Stork, D. 2003, Starting the HR and change conversation with history. Journal of Organizational Change Management, 16, 3, 254-271.

Price, A.D.F & Chahal, K. 2006, A strategic framework for change management, Loughborough University, Construction Management and Economics, 24, 237–251.

Saks, A. M. 2006, Antecedents and consequences of employee engagement, Journal of Managerial Psychology, 21, 7, 600-619.

Konrad, A.M. 2006, Engaging employees through high-involvement work practices, Ivey Business Journal, 98-101