Employee Engagement and Organizational Change

Georgiades, Stavros

doi:10.1007/978-3-319-16217-1_2

Cited by 8 publications

(7 citation statements)

References 87 publications

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“…Weick (1995) explains that sensemaking is our effort to create order and understand to enable successful change. Georgiades (2015) explains that organizational change poses a difficult setting for employees to make sense of their work. Further, he purports that sensemaking is important for management to achieve successful change and in turn makes employee engagement in the change process vital (Georgiades, p. 9).…”

Section: Engagement and Adaptability To Changementioning

confidence: 99%

Employee engagement, positive organizational culture and individual adaptability

Parent

Lovelace

2018

OTH

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Purpose The purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing organizational change. Design/methodology/approach The literature on individual adaptability, positive organizational psychology and employee engagement is reviewed. A model that suggests that a positive work culture enhances employee engagement and in specific cases leads to increased adaptability is developed. Findings While organizational engagement will have a positive effect on the individual’s ability to adapt to changes, job engagement will have the opposite effect, uncovering potential obstacles to change management in organizations. Research limitations/implications Suggestions for future research are provided with the intent to further academic research in this area. This model can serve as a starting point for future research design and can be tested in organizations undergoing various changes. Practical implications A positive culture fosters both job and organizational engagement within an organization. Managers can understand how to cultivate a positive, engaged environment for employees while understanding how certain job changes might have both positive and negative effects on an individual’s ability to adapt. Originality/value A model for identifying relationships between positive organizational behaviors, two types of employee engagement (organizational engagement and job engagement) and an individual’s ability to adapt to change is helpful to researchers and practitioners alike.

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Section: Engagement and Adaptability To Changementioning

confidence: 99%

Employee engagement, positive organizational culture and individual adaptability

Parent

Lovelace

2018

OTH

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“…They argued that only the management can lead the change into a better influence on the organization if the management knew how to handle it and presented it to the individuals in the best way possible. Georgiades (2015) argued that management support is important in organizational change, it can help employees become more and more involved in a way that ease the process of transition for them and develop the way they look at change itself. From that point, Georgiades (2015) supports results of current study referring to change as a good developer for the work environment if the management new how involves the employee in a good way.…”

Section: Discussionmentioning

confidence: 99%

Role of Organizational Change in Developing Team Performance and Support Positive Work Environment

Al-Awar¹

2019

IJBM

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Current study aimed at examining the influence of organizational change on two of the main aspects of any organization which are team performance and work environment. Study followed the quantitative approach through utilizing the questionnaire as a tool of study. Through applying the questionnaire on a sample of (211) managers from industrial organizations in Jordan; results indicated that there appeared to be a positive influence of organizational change on both team performance and work environment. Through the study, results indicated that technology as a variable of organizational change appeared to be the influential variable on both team performance and work environment which indicated the importance of technology in organizations and how to handle its interference and transition in a positive approach.  Based on results, current study recommends enhancing the managerial support within industrial organizations in Jordan as it appeared that there was a lack in the support that management has on managing change. In addition to that, technology appeared to be of high importance, so it is recommended to focus more on technologies and manage the transition from manual to technological approaches within industrial organizations.

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“…While the commitment-trust theory of relationship marketing proposed by Morgan and Hunt (1994) was widely documented, the focus has been mainly on external suppliers and customers (Brito, Brito, & Hashiba, 2014;Eddleston & Morgan, 2014;Friman, Gärling, Millett, Mattsson, & Johnston, 2002;Gao, Sirgy, & Bird, 2005;Mukherjee & Nath, 2007), and very few studies were conducted internally within the organization, specifically on employees and functional departments (Georgiades, 2015;Podsakoff, MacKenzie, & Bommer, 1996;Ruekert & Walker Jr, 1987). As such, this research study attempts to bring the two themes together by applying the commitment-trust theory in the context of internal marketing within the hospital industry.…”

Section: Introductionmentioning

confidence: 99%

An Empirical Investigation of the Impact of Commitment and Trust on Internal Marketing

Fang

Lien

2016

Journal of Relationship Marketing

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This paper seeks to explore the impact of commitment and trust on internal marketing effectiveness within the hospital industry. This study was exploratory in nature and was conducted using the case study methodology; involving ten cases in the hospital industry with a total of 20 interviews being conducted. Results revealed that both commitment and trust played a moderating role to five of the key tasks (i.e. training, motivation, company vision/goals, co-optation and communication) of effective internal marketing.KEYWORDS: Internal marketing, relationship marketing, commitment, trust, services marketing, service quality 2 INTRODUCTIONServices play a major role in the world's established economies and are increasingly important in developing economies. In today's increasingly dynamic, deregulated, technologically enhanced and unpredictable business environments, services organizations seek to develop competitive advantage through the delivery of consistently high service quality, to improve customer satisfaction. In order to achieve high level of service quality, Berry, Hensel, and Burke (1976) had some 30 years ago proposed and highlighted the importance and significant contribution of internal marketing in this aspect. For this reason, many hospitals and healthcare service providers nowadays seek to explore ways in which they can better engage and capitalize internal marketing to enhance the service quality provided to their customers/patients (Berkowitz, 2011;Cooper & Cronin, 2000;Peltier, Pointer, & Schibrowsky, 2008).Despite the extensive literature on internal marketing (e.g. Ballantyne, 2003;Greene, Walls, & Schrest, 1994;Grönroos, 1994;Rafiq & Ahmed, 2000), there is an apparent lack of research into the importance of commitment and trust on internal marketing and specifically within the hospital industry. Therefore, this paper aims to investigate the impact of commitment and trust on internal marketing. This study draws from both the theory and the preliminary empirical knowledge acquired from interviewing stakeholders who are directly involved in internal marketing at hospitals in Taiwan and Singapore. Hence, this exploratory research will seek to address the question 'What are the impact of commitment and trust on internal marketing effectiveness? Why?'. The research findings seek to contribute towards the internal marketing theory, specifically in the hospital context by exploring new insights and also with the confirmation or disconfirmation of the impact of commitment and trust as identified in the literature. In addition, the findings can also provide 3 practical contributions that are beneficial to hospital managers where their competitiveness in the industry can be further enhanced through the development of effective internal marketing that help to deliver consistently high service quality in improving customer satisfaction. This paper begins by reviewing the literature relevant to the research issue and then discusses the methodology used in investigating this issue. Next the research ...

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Employee Engagement and Organizational Change

Cited by 8 publications

References 87 publications

Employee engagement, positive organizational culture and individual adaptability

Employee engagement, positive organizational culture and individual adaptability

Role of Organizational Change in Developing Team Performance and Support Positive Work Environment

An Empirical Investigation of the Impact of Commitment and Trust on Internal Marketing

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