Effect of Organizational Change on Employee Job Involvement: Mediating Role of Communication, Emotions and Psychological Contract

Abstract

The purpose of the current paper is to provide a conceptual framework for studying the impact of organizational change on employee job involvement while communication, emotions and psychological contract plays mediating role in this relationship. The current study conceptualize that organizational change followed by effective communication generate the positive emotions which ultimately increase the employee job involvement where as organizational change with ineffective communication causes negative emotions which results in low employee job involvement. The study also founds that organizational change may break the psychological contract between employee and employer which reduces the employee job involvement.

Delegation and Its Relation to Job Involvement as Perceived by Staff Nurses in selected Hospital in Minia Governorate

“…This study finding consisted with Sethi et al (2016) (7) on their study about job involvement among senior secondary school teachers they found that there was no significant gender difference in the job involvement of teachers. In addition the study conducted with Doobree (2009) (35) that there was no significant relationship between the (gender, age, educational qualifications and the length of service) of bank managers and their job involvement.…”

“…Job involvement is one's cognitive needs" fulfillment, which assists him or her to work harder and boost up his or her performance. Indeed, a higher degree of job involvement among the members of an organization is essential to enhance the organizational effectiveness (7) . There is a general consensus among researchers that employees with a high level of job involvement would place their jobs at the center of their overall interests (8) .On the other hand, employees with low levels of job involvement concentrate on other interests rather than their jobs (9) , and will be less creative and innovative (10) .…”

Employees’ experiences of change management in the implementation of a performance management system

“…New change initiatives should prioritise the provision of coping mechanisms and support for those directly affected by the change that is introduced. This is also corroborated by Khalid and Rehman (2011), who assert that dealing with employees' feelings of discomfort and uncertainty, after http://www.sajip.co.za Open Access change implementation, creates feelings of appreciation among employees, and this can influence their levels of commitment to the change initiative.…”