Abstract
The process of companies undertaking adaptation in the face of changing conditions that have been influenced by factors such as globalization, technological changes, environmental changes, competition, political decisions, worker mobility, population structure, and so on is one of the major challenges of modern corporate governance. Changes in a company are inevitable, but they do not always directly correlate with employees’ sense of security, including whether an employee feels safe about their workplace, income, or future roles in the company in the face of potential changes. There is an inverse relationship between employees’ sense of security and their time spent with the company. One way of managing this that can help to ensure a sense of security for employees within the company is to directly involve them in the process of implementing changes in the organization. The main goal of this paper is to highlight the principal aspects of employee engagement in change management processes and to gain an increased level of understanding in terms of the implementation of change at the organizational level by involving employees. Research methods: a systematic and comparative analysis of concepts and methods that have been published in the available scientific literature, statistical processing, an instrumental case study, interviews, surveys, and a content analysis of strategic documents, followed by modeling. The theoretical contribution of the paper demonstrates construction of methodology guided by the emergent perspective and new theoretical insights on professional discourse. Practical input shows that employee involvement in change processes is directly related to the speed of strategic change in the company.
Highlights
IntroductionIn terms of implementing change in a company and the actual carrying through of such change, the company in question must plan ahead as much as possible
The main goal of this paper is to highlight the principal aspects of employee engagement in change management processes and to gain an increased level of understanding in terms of the implementation of change at the organizational level by involving employees
A qualitative research strategy using such methods: content analysis of strategic documents of the company and interview) has valuable levels of reflection on the field of change management in companies [60] by assessing the levels of employee involvement in change processes during initiation, planning, implementation, monitoring, and evaluation stages. We applied such a qualitative research strategy with the aim of describing the implementation of changes in the company and understanding how employees could be involved during the entire change process, we interviewed management figures, as well as experts in change management processes, regarding the envisaged and implemented changes within the organization
Summary
In terms of implementing change in a company and the actual carrying through of such change, the company in question must plan ahead as much as possible. Involving employees in the process of implementing change in a company is one of the required tools when it comes to ensuring employee job security. Researchers describe employee job insecurity as a source of considerable stress, one that can negatively affect the psychological health of employees, along with their attitude towards their work and, their work efficiency [1]. Employee job security itself is defined by said researchers as consisting of certain guarantees regarding one’s workplace, which in turn, ensures social and economic security [2]. Researchers [3] distinguish between two dimensions of employee job insecurity from a subjective point of view: 4.0/)
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