ORGANIZATIONAL CHANGE READINESS AND QUALITY OF WORK LIFE: A STUDY ON SELECTED PRIVATE UNIVERSITY EMPLOYEES IN RAJASTHAN
Khagendra Poudyal, Srinivasan B Iyer, Kamakshi Mehta
Department of Management, CDOE, Manipal University Jaipur, India
Abstract: The current study investigated the impact of change management practices on employee engagement in selected private universities in Rajasthan. The research aimed to understand how different aspects of change management influenced the involvement, enthusiasm, and commitment of employees working in higher education institutions. A structured survey questionnaire was developed that included constructs such as readiness for change, employee participation in the change process, change-related communication effectiveness, leadership support, overall change management practices, and employee commitment to change. Employee engagement was measured through indicators related to enthusiasm, involvement, and emotional connection with the organization. Data were collected from 400 academic and administrative staff across private universities in Rajasthan. The data were analyzed using the Partial Least Squares Structural Equation Modeling (PLS-SEM) technique. The measurement model confirmed the reliability and validity of the constructs, as factor loadings, composite reliability, and average variance extracted values were within the acceptable range. Discriminant validity was also established through HTMT ratios. The structural model results indicated that change management practices had a significant and positive effect on employee engagement. Leadership support and effective communication emerged as particularly strong predictors of engagement. Employee participation and commitment also contributed positively, while readiness for change showed a supportive role in shaping engagement outcomes. The findings suggested that well-structured change management practices strengthened employee engagement in higher education institutions.
Keywords: PLS-SEM, change management, employee engagement
VOLUME 10 ISSUE 01 2026: 280 – 292