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Change management in relation to employee loyalty.

Change management in relation to employee loyalty.

Develop a 2,100-word analysis of how change management can help retain or promote employee loyalty by taking into account:

·Motivating individuals to stay engaged

·Monitoring employee performance through the control function of management

·Communicating the change process at both a strategic and tactical level

Include at least three peer-reviewed references.

In today’s fast-moving and highly very competitive business surroundings, agencies are looking for new strategies to put into practice and make use of solutions strategically to increase organizational importance and also to have a firm-level very competitive advantage. However, due to the changing nature of work, the role human resources play in the value creation process of organizations is changing. There is an increasing war for talent—especially for those who have the skillset and the mindset to succeed in today’s workplace. Strategic talent management is therefore a determining factor for organizational effectiveness and for ensuring one’s competitiveness in the marketplace. An organization’s ability to attract and retain talent is becoming increasingly important for its survival.

At the same time, you will discover a minimizing experience of devotion from both the employer’s part along with from your employee’s area in today’s powerful organization setting. Organizational practices, which were once effective in attracting and engaging employees, are steadily losing ground and need to be re-evaluated and re-tested to maintain effectiveness in today’s changing nature of work. Investigating the psychological mechanisms underlying work attachment, such as the concept of organizational commitment, can provide powerful insights on how to better connect and engage employees in a rapidly changing work environment.

Organizational responsibility has been defined as a psychological bond that certain can feel towards an organization. It’s a driving force of work behavior. Commitment towards the organization can come in different forms, such as an emotional attachment one feels toward the organization reflecting one’s desire to work for a company. Commitment towards the organization can also be calculative by nature, which means that you decide to stay in the organization because you have been with the company for so many years and have accrued certain benefits… or maybe because you see no better alternative elsewhere. Finally, people also feel morally committed to stay with an organization. Maybe because of their personal work values or because they feel that staying is a requirement to pay back received benefits from the organization. Positive work exchanges within the employee–employer relationship help develop commitment toward the organization. This is often referred to as the social exchange basis of attachment.

So, precisely what do these exchanges reflect within the employee–employer connection? When an employee provides his or her time and effort to the organization, it is expected to be reciprocated with transactional and relational commodities such as pay, recognition, and support from the organization. This exchange relationship is governed through something that is called the psychological contract, which evaluates if mutual obligations are being met. The outcome of a perceived balanced and fair psychological contract is a commitment towards the organization.

Research has repeatedly shown that employees with high organizational commitment exert more effort on the job, are less sick and absent from work, are more willing to stay with their employer, and contribute to the social and psychological environment of the organization. Enhancing organizational commitment is important to improve productive work behaviors that have a positive impact on organizational performance.

Powerful pushes are shaping how and where we function. The usage of autonomous devices is transforming mobility and the transportation of goods. Workplaces are transcending the physical premises of organizations. Robotization is rapidly replacing manual production and precision work. And digitalization is facilitating work interactions and communication across the globe. We no longer all share the same workplace, the same teams, the same time zones, or even the same working conditions or contracts. It’s clear that the nature of work is changing and more effort from the individual employee is expected to adapt to this change. It’s becoming increasingly difficult for organizations to provide work environments that are perceived as balanced, fair, and supportive, which is so fundamental to the development of organizational commitment.

It can be very clear from the above that organizational commitment, according to societal swaps alone, is just not strong enough for connecting and participate employees in today’s labor force. A new attachment mechanism needs to be sought that is robust enough to connect people in a rapidly changing and digitalized work environment. My research over the past six years has investigated the psychological mechanisms underlying work attachment to discover new ways of enhancing organizational commitment in today’s workplace. This led to the creation of the Employee Connect Model (ECM). This model uses social identity as a key attachment mechanism to foster organizational commitment.

Societal identification within agencies is sometimes called corporate identification and posits that a feeling of oneness and belongingness is made through one’s recognition using the business. This means that being a member of an organization triggers individual cognitions of self and allows for the internalization of group values, norms, and other characteristics into one’s self-concept. And this in turn promotes individual behaviors favoring the organization. High identification with an organization leads to a sense of belongingness, pride, self-esteem, and a sense of security in uncertain times. Attachment through identification is very resilient as it shapes the identity of the employee and influences individual perceptions and work behaviors (e.g. to benefit the welfare of the organization). Research findings suggest that ECM is able to effectively attach and engage employees working in shorter and more flexible work agreements, virtual and remote work setups, and multi-cultural teams.

ECM, based on both interpersonal swap and social identification processes, helps to discover how to foster personnel accessory within a rapidly changing workplace and claims as a much more strong kind of corporate determination.

One of many key results from my research is the susceptibility of workers to new job encounters or doubtful circumstances, for example when starting a fresh career or becoming advertised. These uncertain work experiences activate work cognitions that are sensitive to both social exchange- and social identity-based work experiences. These findings indicate that formative work experiences or work socialization, such as the on-boarding of new employees, should be carefully designed. Effective employee on-boarding is fundamental in developing strong identity- and exchange-based relationships that promote attachment and engagement behaviors. Additional attention to employee experiences in the beginning can have long-lasting positive effects to organizational performance.