Developing a Scale on Employee Involvement and Motivation in Effective Change Management: A Case of Canteen Stores Department

Abstract

Effective Change Management (ECM) had emerged as new field of study. One of the most insightful attribute of organizational change efforts is their low success rate. Success rate of Change endeavors in organizations is alarming. Therefore, it is not viable to commit precious resources monetary or human capital for any change endeavor that do not bring anticipated results. Moreover, no change process can be effective if the employee’s involvement and motivation (EIM) is missing to embrace and make change effective. The current paper highlights the factors associated with EIM and proposes a framework and an indigenous scale based on the framework proposed by Razzaq (2010) ECM model. The pilot study was conducted in retail sector leading chain store, Canteen Store Department (CSD). Descriptive statistics and exploratory factor analysis are conducted to check the factor structure of the EIM construct. As hypothesized, the EIM is a composite of five underlying elements. The current paper will highlight the importance for effectiveness of change management and the suggested new scale will be a valuable tool for managers and practitioners to focus on the factors that define employees’ involvement in ECM or identify and rectify the short falls in executing the organizational change process.