Can the staff recognition ensure planned process of organizational change?

Abstract

Purpose Employee recognition is presented in the literature as a mean to achieve change according to a schedule already established by the management of the enterprise (planning process). Such an approach overlooks the fact that organizational change can be explained by other processes such as the political process, the interpretive process, the incremental process and the complex process. Each of these processes offers specific characteristics of change. Through this research, the author tries to answer the following question, while driving an organizational change project does employee recognition favour a change according to the planned process? The paper aims to discuss these issues. Design/methodology/approach To answer the research question, a qualitative research case study is conducted within Basic Bank, a banking leader institution on the Tunisian market. The author analysed a proposed change induced by the implementation of a Global Banking System. Findings The results show that monetary recognition helps develop employee motivation to change, thus, ensuring a planned change. However, its variability has encouraged the emergence of conflicts between the actors resulting in an increase of change according to the political process. Originality/value Found results enrich the previous work on the role of the staff recognition in the change process. Its originality lies in the study of the relationship between employee recognition and explanatory process of change in a dynamic perspective which enables having an overall view on the evolution of this relationship throughout the implementation of the change.

The interplay between internal communication, employee engagement, job satisfaction, and employee loyalty in higher education institutions in Vietnam

“…Recognising and appreciating employees for their hard work and contributions helps to create a positive work environment. This can include formal recognition programmes, regular feedback, and celebrating individual and team successes (Sghari 2016;Yang and Jiang 2023).…”

Potential and Future Research Opportunities

“…Organizational change is a dynamic, multifaceted skill that allows companies to improve or update their organizational capabilities while creating new competencies necessary for survival and growth (Butzbach, 2016;Goswami, 2020;Sghari, 2016). Gfrerer et al, (2021) establish a distinction between the effects of organizational change on individuals, groups, and organizations and suggest a multilevel preparation for change that considers all three levels.…”

“…For managers, implementing organizational transformation is crucial (Kaniadakis & Linturn, 2022;Litvinov, 2020;Storrs, 2019;van Gilst et al, 2020). To preserve the existence and growth of banks, changes must be made in various aspects of bank administration (Adda et al, 2019;Ehlers, 2014;Goswami, 2020;Kpinpuo et al, 2023;Sghari, Research Paper 2016). Thus, banks must also keep advancing and provide effective answers to problems as they arise.…”

When colleague got recognized: Third-party’s reaction to witnessing employee recognition

“…Many studies have examined the role of recognition on employee outcomes, such as performance ( Magnus, 1981 ; Godkin et al, 2010 ), individual wellbeing ( Warr, 1987 ; Cropanzano and Mitchell, 2005 ; Gilbert and Kelloway, 2018 ), organizational citizenship behaviors ( Cropanzano and Mitchell, 2005 ), and optimal psychological health ( Grawitch et al, 2006 ). In the process of organizational change, employee recognition could help maintain the smooth continuation of the organization ( Sghari, 2016 ). However, these studies mainly focus on the influence of leaders’ recognition on recipients while ignoring its possible influence on bystanders.…”