Employee job satisfaction is pertinent and critical in the change management process of contemporary organizations. The objectives of this study are to assess the extent of employee involvement in the change management processes, assess the impact of change management on employee job satisfaction and thirdly, attitude of employees after organizational change. A descriptive survey research design was employed to administer a self-designed questionnaire consisting of open and closed- ended items to one hundred and forty respondents using simple random sampling. Closed-ended items were measured on a five-point Likert scale. Data was analysed using SPSS and presented in descriptive form. The main findings indicate that employees’ involvement in the process was limited to provision of adequate information. It was also revealed that generally, the change had a positive impact on employees’ job satisfaction. Finally, employee attitudes after the change were found to be positive. Interestingly, respondents disagreed with the issue of high level of trust after the change process. In view of the findings, it is recommended that management should encourage employees’ maximum participation in the process through adequate representation on change management committees. Key words: attitude, change management, employee involvement, job satisfaction, organizational change.

as fathers and custodians of the communities they rule. It is commonly thought that the paternalistic and non-egalitarian nature of traditional rule has found expression in the leadership styles adopted by managers in organizations and this is generally seen as effective by subordinates.

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Undoubtedly, the competitive business environment arising from current global economic challenges and the rapid technological advancement among other pertinent issues, pose a serious challenge for businesses especially, those within emerging market enclaves. This situation necessitates proactive measures, innovation as well as strategic approaches to change management in a bid to salvage most of these businesses from collapsing. This research aims at examining the role played by strategic change management in emerging markets from the Ghanaian perspective. In view of this, the study reviewed related literature from electronic books, articles and reports on areas such as emerging markets, strategic management and change management practices. Observations from this research include highlights of the significant challenges faced by businesses in emerging markets due to difficulty in obtaining critical resources and the fast-growing competitive global business environment. It was also discovered that strategic Change management is a very important practice used over the years to enhance the achievement of organisational goals. However, many industries in emerging markets may find it difficult to maximize such measures due to numerous reasons and myths about change. There is therefore the need for the adoption of strategic change practices to enhance the success of businesses and promote competitiveness in the midst of the global economic challenges. In addition, the authors recommend exploration of further research in other interest areas that have relevance for emerging markets.