Individuals are more likely to embrace change when they are given an opportunity to be part of it. Even if the ideas employees provide may not be incorporated in the final decision, providing a chance for them to articulate the ideas demonstrates that the organisation values their involvement.
An organisation can rely on a number of techniques to involve employees in the change process. These include employee surveys, feedback sessions, meetings, and discussion forums (Busby, 2015). These platforms provide an ideal opportunity for employees to contribute to the design of the change strategy or plan. Informal channels can also be helpful in encouraging employee involvement. The management can take advantage of lunch and/or tea breaks, team building activities, office parties, and other informal setups to talk to employees about the proposed change. Employee participation can also be forged by ensuring representation of employees from all levels of the organisation in the change team. It is common for the management to appoint to a change team to coordinate the change implementation process. Rather than focusing only on top managers, the team can also have representatives from middle and low levels.
Involving employees in devising change has important advantages. Employees readily buy into the proposed change initiative, they feel appreciated, they own the change process, and demonstrate enthusiasm towards the change (Busby, 2015). This can result in positive employee outcomes such as commitment to the organisation and the proposed change, engagement, morale, as well as increased productivity and collaborative willingness. Employee participation is also important for overcoming resistance to change, which is one of the major barriers to successful change implementation (Van Dijk & Van Dick, 2009). Resistance to change results from factors such as lack of clarity over how the change will affect individuals, perceived loss of authority or autonomy, possible disruption of relationships and communication channels, as well as the fear of the unknown. Change may also be resisted due to concerns over likely relocation, dismissal, and changes in workload, work schedule, and compensation. Involving employees can be important for eliminating or minimising the fear and anxiety associated with change (Pihlak & Alas, 2012). Employees get a chance to voice their opinions, thoughts, and feelings, which a prudent organisation should pay attention to if the change initiative is to be more successful.
It is, however, important to note that ensuring maximum employee participation as possible may not completely avoid resistance to change. Even with all inclusivity that can possibly be granted, there could still be individuals unwilling to let go of the status quo. Another limitation of employee participation is that it may slow decision-making (Pihlak & Alas, 2012). A participatory environment means that different views, perspectives, and concerns are taken into consideration prior to making the final decision. As a result, a lot of time may be spent in making decisions so as to satisfy virtually everyone. The need to consider diverse perspectives may further lead to conflicts, which may also be detrimental to the change implementation process. These shortcomings perhaps explain why some organisations may choose not to meaningfully involve employees in the change composition. Even so, the significance of employee involvement cannot be understated.
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