Employee Engagement for Organizational Change
The Theory and Practice of Stakeholder Engagement
The success of organizational change in a world of increasing volatility is highly dependent on the advocacy of stakeholders. It is the link between strategic decision-making and effective execution, between individual motivation and product innovation, and between delighted customers and growing revenues. Only by engaging stakeholders does change have a chance to be successful.
This book presents a coherent and practical view of how organizations might engender engagement with organizational change within their operational, tactical and strategic practices. It does this by providing a comprehensive review of the theoretical and empirical works on engagement and change from a variety of academic and practical perspectives. The academic research presented in this book is reinforced by research from consultancies as well as insights from practitioners that provide timely evidence. Ultimately the aim is to help raise awareness of the need to foster engagement with OC through a stakeholder perspective and how this can be done successfully within organizations across the globe.
Employee Engagement for Organizational Change is a valuable textbook for advanced undergraduate and postgraduate students of organizational change, employee engagement, human resource management and leadership. Its balance of theory and practice also makes it a reliable resource for HR and organizational development practitioners.
Table of Contents
Introduction; Part 1: Overview of context and key theories; Chapter 1: The accelerating business environment; Chapter 2: Key Concepts; Chapter 3: Theoretical perspectives of organizational change; Chapter 4: Theoretical perspectives of engagement; Part 2: Dilemmas and drivers of OC engagement; Chapter 5: The dilemma of OC engagement; Chapter 6: Antecedents and outcomes of OC engagement; Chapter 7: Creating an environment for OC engagement; Chapter 8: Fostering OC engagement; Chapter 9: Conclusions and reflections on OC engagement
Julie Hodges, PhD, is an Associate Professor at Durham University Business School and Associate Dean. Julie first joined Durham University Business School in 2006. Prior to joining the School she worked for over 20 years in international business and is an experienced consultant and facilitator of organizational change, as well as an author and academic. She has written several books on organizational change and published in a number of international journals. Julie is also a Senior Fellow of the Foundation for Management Education (FME).