Employee engagement in implementation of change at merged companies and intellectual property commission
Date
2016
Authors
Marotola, Kganetsi Lawrence
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Abstract
The purpose - The study is to examine and understand the employee engagement approaches used in implementing change in CIPC, and how they engagement strategies could be improved to make the change implementation more effective and sustainable.
Design, methodology and approach - The study used a qualitative research method, and institutional research case study design was used to gather individual experiences of employees about employee engagement practice pre, during and after the implementation of the merger.
The findings – The paper identified that employee engagement approaches supporting fidelity goal orientation have been used in the case study. The change process has been hailed as not successful by the employees. However, proposal for improvement have been identified for consideration for future research.
Research implication – the results of the study would add value to the case study organization by improving revitalizing the change management function and processes. It would serve as an empowering value as a source for employees and managers alike to understand the dual responsibility to communicate honesty.
The practical implications- change can be owned and made sustainable by all those involved in the decision making and execution processes. This model of change appreciates people as sources of knowledge that contribute to the success of the organization. The model advocates for management to adopt a transparent and open approach to engagement, and disband the authoritative perspective to decision making.
Description
A research report submitted to the Faculty of Commerce, Law and
Management, University of the Witwatersrand, Johannesburg,
In partial fulfilment of the requirements for the degree of
Master of Management
(Public and Development Management)
2016
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Citation
Marotola, Kganetsi Lawrence (2016) Employee engagement in implementation of change at merged companies and intellectual property commission, University of the Witwatersrand, Johannesburg, <https://hdl.handle.net/10539/23766>