Albrecht Simon L, Connaughton Sean, Foster Kathryn, Furlong Sarah, Yeow Chua Jim Leon
School of Psychology, Deakin University, Geelong, VIC, Australia.
Nous Group, Melbourne, VIC, Australia.
Front Psychol. 2020 Nov 6;11:531944. doi: 10.3389/fpsyg.2020.531944. eCollection 2020.
The purpose of this conceptual article is to introduce the construct of change engagement and a model that also consists of change-related organizational resources, change-related job resources and demands, and change-related personal resources. We propose that change engagement is a construct that is theoretically and practically useful for understanding employee reactions to and adoption of organizational change. Drawing from existing models of employee engagement, we add to the change literature by identifying salient change-related organizational resources, job resources, job demands, and personal resources in a previously validated framework that brings together the literature on both engagement and change. By using the proposed change engagement framework, practitioners and researchers will potentially be able to effectively diagnose, manage, and optimize employee change readiness and enthusiasm for ongoing change. Furthermore, the change engagement model (CEM) provides practitioners and researchers with a comprehensive and practically useful model that will be easy to comprehend and communicate. The model can be applied to the planning, implementation, and evaluation of discrete change initiatives, as well as to ongoing change. The model is therefore well-suited to contemporary organizational contexts where change is widely recognized to be a constant.
本文概念性文章的目的是介绍变革参与度这一概念以及一个模型，该模型还包括与变革相关的组织资源、与变革相关的工作资源和需求，以及与变革相关的个人资源。我们认为，变革参与度是一个在理论和实践上都有助于理解员工对组织变革的反应和接受情况的概念。借鉴现有的员工敬业度模型，我们通过在一个先前经过验证的框架中识别出与变革相关的显著组织资源、工作资源、工作需求和个人资源，为变革文献增添了内容，该框架整合了有关敬业度和变革的文献。通过使用所提出的变革参与度框架，从业者和研究人员可能能够有效地诊断、管理和优化员工对持续变革的准备情况和热情。此外，变革参与度模型（CEM）为从业者和研究人员提供了一个全面且实用的模型，该模型易于理解和交流。该模型可应用于离散变革举措的规划、实施和评估，以及持续变革。因此，该模型非常适合当代组织环境，在这种环境中，变革被广泛认为是常态。
