Unfolding the relationship between change management, employee engagement and productivity: resistance to change and emotional intelligence as moderators

Abstract

PurposeThe objective of this study is to investigate the effect of change management (CM) on employee productivity (EP). A double-layered conceptual model involving resistance to change and emotional intelligence (EI) as moderators and employee engagement (EE) as a mediator between CM and EP.Design/methodology/approachFour industries from India (education, healthcare, information technology and manufacturing) are selected to test the hypothesized relationships. The data from 406 respondents were collected through a survey instrument and was analyzed using Hayes’s PROCESS macros.FindingsThe results reveal that CM is a precursor to EE and EP. The findings also indicate that resistance to change (first moderator) and EI (second moderator) significantly influenced the relationship between CM and EP mediated through EE.Research limitations/implicationsAs with any social science research, this study suffers from the limitations of common method bias and social desirability bias. However, the researchers have taken adequate care to minimize these biases. This study has several theoretical and practical implications.Originality/valueThe moderated-mediated model concerning CM is the first of its kind to study in the Indian context and hence makes a substantial contribution to the literature on CM. The implications for theory and practice are discussed.