Psychological Empowerment and Employee Involvement in Organizational Change: The Role of Commitment to Chang

The primary research problem addressed in this study is the increasing challenges faced by organizations during organizational changes related to technology, structure, and work roles. Despite the growing interest in organizational change, existing literature has shown a very narrow focus on psychological empowerment and involvement in organizational change and the mediating role of commitment to change. Hence, a gap in the literature arises owing to the lack of understanding of the mediating role of commitment to change on the relationship between psychological empowerment and involvement in organizational change. This study therefore answers the question, "To what extent does commitment to change mediate the explanatory relationship between psychological empowerment and involvement in change management among employees in the manufacturing industry?" This study is important for several reasons. First, understanding the mediating role of commitment to change on the relationships between these various constructs could be important for initiating organizational change management. Second, understanding the mediating role of commitment to change on the relationships between these constructs could guide organizations in framing policies toward effective change management. This study was designed as a quantitative, nonexperimental, and explanatory/predictive study. The 70 study candidates were randomly selected from SurveyMonkey's audience panel, specifically of employees of manufacturing industry in the United States who had experienced organizational change within the last three years. The study data were analyzed using partial least squares structural equation modeling to predict and explain the variances in key target constructs. The study results indicated that commitment to change fully mediated the relationship between psychological empowerment and employee involvement in organizational change.