This study examined the impact of involvement in strategic planning initiatives on employee perceptions, change behaviors, and engagement within one federal public health agency. Forty-six staff completed a survey and 12 completed an interview. Both strategy participants and non-participants reported neutral to positive scores for perceived value and benefits of the strategic initiatives, discretionary change behaviors, and engagement factors, with few significant differences. All participants reported strong levels of engagement and that strategy participation would or did increase their levels of engagement. Public agencies should carefully consider when, how, and where to deploy employee-led strategy teams. Specifically, this research indicates that the involvement of employees in strategy for engagement purposes only should be avoided. Additional research is needed to extend and confirm these findings.
|School Location:||United States -- California|
|Source:||MAI 56/06M(E), Masters Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Employee engagement, Involvement, Mixed methods, Organizational change, Strategic planning|
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