A study on the impact of organizational change perception on employee job engagement

Abstract

In today's social environment, if an enterprise wants to continue to develop, it is inseparable from efficient and agile change and management capabilities. A large part of the existing research on organizational change focuses on the macro level of change. The key to whether organizational change can be successful lies in employees’ willingness to respond positively. Since the beginning of the 21st century, the focus of relevant research should shift from the macro level to the individual, micro level. Based on Social Exchange Theory and Conservation of Resources Theory, this study selected employees in a transitional period as the research object. Through a questionnaire survey, 311 valid responses were collected, and the impact path of organizational change cognition on employee work engagement was analyzed. After using SPSS 26.0 and AMOS 26.0 statistical software for data processing and hypothesis verification, the following findings were obtained: 1) organizational change perception has a positive impact on employee work engagement; 2) organizational change perception has a positive impact on employee psychological contract; 3) employee psychological contract has a positive impact on employee work engagement; 4) employees' cognition of organizational change will significantly improve their work engagement through the mediating variable of psychological contract; and 5) organizational support can strengthen the positive impact of change perception on work engagement and play a positive regulatory role. Based on the above results, this study further proposes managerial implications