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Change Engagement, Change Resources, and Change Demands: A Model for Positive Employee Orientations to Organizational Change

Albrecht, Simon, Connaughton, S, Foster, K, Furlong, S and Yeow, CJL 2020, Change Engagement, Change Resources, and Change Demands: A Model for Positive Employee Orientations to Organizational Change, Frontiers in Psychology, vol. 11, pp. 1-11, doi: 10.3389/fpsyg.2020.531944.

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Title Change Engagement, Change Resources, and Change Demands: A Model for Positive Employee Orientations to Organizational Change
Author(s) Albrecht, SimonORCID iD for Albrecht, Simon orcid.org/0000-0002-9155-4759
Connaughton, S
Foster, K
Furlong, S
Yeow, CJL
Journal name Frontiers in Psychology
Volume number 11
Start page 1
End page 11
Total pages 11
Publisher Frontiers Media
Place of publication Lausanne, Switzerland
Publication date 2020-11-06
ISSN 1664-1078
Keyword(s) change engagement
change engagement model
change-related organizational resources
changerelated job resources
change-related job demands
Summary 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.
Language eng
DOI 10.3389/fpsyg.2020.531944
Indigenous content off
Field of Research 1701 Psychology
1702 Cognitive Sciences
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2020, Albrecht, Connaughton, Foster, Furlong and Yeow
Free to Read? Yes
Use Rights Creative Commons Attribution licence
Persistent URL http://hdl.handle.net/10536/DRO/DU:30146667

Document type: Journal Article
Collections: Faculty of Health
School of Psychology
Open Access Collection
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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.