Ensuring Employee Job Security When Implementing Changes in the Company: A Case Study of Lithuanian Industry

Asta Valackiene, Ieva Meidute-Kavaliauskiene and Renata Činčikaitė
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Asta Valackiene: Institute of Business and Economics, Faculty of Public Governance and Business, Mykolas Romeris University, Ateities Street 20, Room C-V-509, LT-08303 Vilnius, Lithuania
Ieva Meidute-Kavaliauskiene: General Jonas Žemaitis Military Academy of Lithuania, Šilo str. 5A, LT-10322 Vilnius, Lithuania
Renata Činčikaitė: General Jonas Žemaitis Military Academy of Lithuania, Šilo str. 5A, LT-10322 Vilnius, Lithuania

Sustainability, 2021, vol. 13, issue 15, 1-19

Abstract: The process of companies undertaking adaptation in the face of changing conditions that have been influenced by factors such as globalization, technological changes, environmental changes, competition, political decisions, worker mobility, population structure, and so on is one of the major challenges of modern corporate governance. Changes in a company are inevitable, but they do not always directly correlate with employees’ sense of security, including whether an employee feels safe about their workplace, income, or future roles in the company in the face of potential changes. There is an inverse relationship between employees’ sense of security and their time spent with the company. One way of managing this that can help to ensure a sense of security for employees within the company is to directly involve them in the process of implementing changes in the organization. The main goal of this paper is to highlight the principal aspects of employee engagement in change management processes and to gain an increased level of understanding in terms of the implementation of change at the organizational level by involving employees. Research methods: a systematic and comparative analysis of concepts and methods that have been published in the available scientific literature, statistical processing, an instrumental case study, interviews, surveys, and a content analysis of strategic documents, followed by modeling. The theoretical contribution of the paper demonstrates construction of methodology guided by the emergent perspective and new theoretical insights on professional discourse. Practical input shows that employee involvement in change processes is directly related to the speed of strategic change in the company.

Keywords: employee job security; implementation of changes; employee involvement; theoretical matrix; modeling (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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