Abstract
This study explores the influence of change management practices on employee engagement and organisational performance within competitive business environments. It emphasises the critical role of effective change management strategies, including clear communication, employee involvement, leadership support, and training, in fostering high levels of employee engagement during organisational transitions. Engaged employees are more likely to embrace change, contributing to improved performance outcomes such as enhanced productivity, innovation, and profitability. The study highlights organisations' challenges when managing change in fast-paced, competitive markets. It underscores the importance of prioritising employee well-being and engagement to gain a competitive advantage. By adopting agile change management practices that support employee needs and organisational goals, businesses can better navigate market dynamics and achieve sustainable long-term success. This study employs a conceptual review methodology, systematically analysing existing literature to develop a theoretical understanding of the relationships among change management practices, employee engagement, and organisational performance. Through this approach, the study identifies critical themes, models, and theories, revealing insights into how organisations can effectively manage change. Additionally, the conceptual review identifies gaps in existing literature, proposing areas for future empirical research to explore the relationship between change management and organisational outcomes.
Published Version
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