Participation and Involvement of Employees in Change Processes: A Catalyst for Strengthening Organizational Commitment in Delhi NCR Manufacturing Companies
Keywords:
Employee participation – organizational change – organizational commitment – Delhi NCR – manufacturing sector – change management – employee involvementAbstract
Employee participation and involvement are widely recognized as critical components of effective change management, yet their role in strengthening organizational commitment within India’s manufacturing sector remains underexplored. This study investigates how employee participation in decision-making, feedback mechanisms, and collaborative problem solving during organizational change influences affective, continuance, and normative commitment among employees of manufacturing companies in Delhi NCR. Drawing on Social Exchange Theory, Kotter’s change model, and Meyer and Allen’s three-component model of commitment, the research employs a mixed-methods approach. A structured questionnaire was administered to 320 employees and 35 HR managers across 20 manufacturing units undergoing significant change initiatives. Quantitative data were analyzed using regression and ANOVA, while qualitative interviews were thematically coded. Results reveal a strong positive correlation between perceived participation and affective/normative commitment, and a moderate link with continuance commitment. Involving employees in planning, decision-making, and implementation phases significantly reduced resistance to change, improved trust, and enhanced overall organizational performance indicators.
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