School of Behavioral Sciences


Doctor of Philosophy in Psychology (PhD)


Jerry Green


effective change management, communication, employee perception, employee involvement, organizational commitment, turnover intention, work contribution




Current organizational change management models focus on information sharing as the primary mechanism for involving employees in change initiatives, but most change initiatives fail due to limited attention given to organizational members impacted by change. The current study provides empirical evidence for more tangible methods of employee involvement by examining individual experiences of organizational change and the influence of involvement factors (leadership communication and work contribution) on employee perception of change and job attitudes (organizational commitment and turnover intentions). A causal-comparative design was implemented using a 39-item survey administered to 344 participants who have experienced an organizational change. The nonparametric Kruskal-Wallis H test was used to analyze the results because the survey data did not pass the assumptions for an analysis of variance. The study found more significant results for participants that experienced involvement through both communication and work contribution than for participants experiencing only communication about an organizational change, and participants experiencing no involvement had significantly lower perceptions of change, decreased organizational commitment, and increased turnover intentions. The findings provide empirical evidence indicating employee involvement through work contribution improves positive outcomes of change initiatives and should be considered a viable technique that is not included in current change management models.

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