Change-efficacy: the glue that connects organizational change with employees’ actions

Abstract

Purpose The article presents and discusses the concept of employee change-efficacy as an outcome of a series of interactions between employees and their respective line managers. Design/methodology/approach The article draws from the extant literature on change-efficacy and builds a procedural framework for achieving change-efficacy based upon the author’s independent viewpoint. Findings Most organizations are struggling with change resistance and they are investing in employee readiness to change without following a practical topology. The article prescribes a sequence of steps and a practical guide which integrates the efforts of line managers with employees to strengthen employees’ change-efficacy. Research implications The article contributes to the scarce literature on change-efficacy and indicates a framework which can be tested empirically by researchers. Originality/value The author introduces change-efficacy as the most important investment for employee readiness for change and suggests how organizations should channelize their change management efforts to successfully implement change.

Can continuous learning amplify employees' change-efficacy and contextual performance? Evidence from post-merger Indian organization

“…Similarly, at a macro-level, organizations and managers who accept mistakes are likely to be successful in managing change effectively. Change-efficacy has been considered as an important ingredient of employees' readiness to change and successful organizations expect employees' readiness to change during transformational changes (Budhiraja, 2020;Holt et al, 2007). The same is true for thousands of organizations which struggle to integrate the culture and strengthen the synergy of the employees in a post-merger scenario.…”

“…Given this precept, continuous learning dissolves negative sentiments while synthesizes employees' beliefs which steers the organization in direction of the change by providing cognitive and psychological support to all organizational members (Rup ci c, 2017). Also employees' change-efficacy is a joint effort involving both employee and the manager (Budhiraja, 2020;Helfrich et al, 2018) and continuous learning paves the path into that mutual trust and relationship where willingness to accept change is nurtured. Further research into this area suggests formal mentoring as a learning intervention which channelizes employees' mindset and attitude (Klinge, 2015) and more recent research into this area recommends that employee mentoring contributes to employees' overall performance (Ramawickrama et al, 2017).…”

“…For example, some scholars have already established that post-mergers HR challenges for organizations revolve around employees' resistance to change (Dorling, 2017), overcoming feeling of alienation (Bansal, 2017) and employees' readiness to change (Budhiraja, 2019). It is, therefore, important that organizations and employees, during post-merger phase, should not confine themselves merely to enhance employees' task performance and organizational readiness to change while ignoring employees' readiness to change and their contextual performance (Budhiraja, 2020).…”

Continuous learning during crises: achieving change-efficacy, meaningful work and adaptive performance

“…The term change-efficacy has been defined as the feelings and beliefs of employees that they are confident and will be successful during organizational change (Budhiraja, 2020;Madsen et al, 2005). More recently, change-management experts have emphasized the importance of establishing individual readiness for change (Helfrich et al, 2018) and have recommended change-efficacy as one of the most important ingredients in the change-management process (Budhiraja, 2020;Holt et al, 2007).…”

Determinants of positive mental health during organizational change: role of continuous learning, mindfulness and change-efficacy

“…As explained by Weiner (2009), outcomes of CE include greater effort in support of change and improved belonging to the organizations. More recently, change-management experts have emphasized the importance of establishing individual readiness for change (Helfrich et al, 2018) and have recommended CE as one of the most important ingredients in the change-management process (Budhiraja, 2020). The measurement of CE begins with measuring self-efficacy, including the belief in one's ability to diagnose, design and evaluate the alternative while coping with the change (Bandura, 2006).…”