Tools
Tools
Assi, RP, 2025. Employee engagement and sustainable organisational change: evidence from the UK energy sector. DBA, Nottingham Trent University.
Preview |
Text
Rajiv Assi 2025.pdf - Published version Download (5MB) | Preview |
Abstract
Sustaining organisational change remains a persistent challenge, especially within complex and rapidly evolving industries such as the UK energy sector. As these organisations navigate digital transformation, decarbonisation, and shifting regulatory demands, the capacity to implement and maintain meaningful change becomes increasingly critical. While extensive research exists on organisational change (OC) and employee engagement (EE) independently, their intersection - specifically how EE influences the sustainability of change initiatives - remains underexplored. This study investigates how employee engagement (EE) influences sustainable organisational change (OC) within the UK energy sector, using E.ON UK - a leading energy provider as the case study. The research specifically examines the adoption of a novel change initiative: the Resource Management Tool (RMT).
Using a mixed-methods case study approach, the research integrates 104 quantitative survey responses and 14 qualitative interviews with employees across various teams. The study investigates three key areas: (1) the organisational and individual factors that influence EE; (2) the relationship between EE and employee change readiness (CR); and (3) how EE, CR, and individual characteristics shape sustained adoption of change. The findings reveal that while engaged employees tend to show higher change readiness, EE alone is not a consistent predictor of sustainable change adoption. Instead, perceived personal utility, leadership advocacy, and ease of use emerged as critical moderators. Differences in engagement and adoption were also observed across roles and demographic characteristics, such as age, gender, tenure, and team affiliation.
This research contributes theoretically by challenging the assumption that EE directly drives sustained OC, highlighting the importance of contextual and structural enablers. Methodologically, it extends existing EE research by incorporating employee narratives alongside quantitative data, offering a more nuanced view. Practically, the study provides actionable insights for managers and change agents on aligning engagement strategies with both individual and departmental factors to enhance long-term change success. These insights are particularly relevant for organisations operating in dynamic, transformation-intensive environments like the UK energy sector.
| Item Type: | Thesis |
|---|---|
| Creators: | Assi, R.P. |
| Contributors: | Name Role NTU ID ORCID |
| Date: | April 2025 |
| Rights: | The copyright in this work is held by the author. You can copy up to 5% of this work for private study, or personal, non-commercial research. Any re-use of the information contained within this document should be fully referenced, quoting the author, title, university, degree level and pagination. Queries or requests for any other use, or if a more substantial copy is required, should be directed to the author. |
| Divisions: | Schools > Nottingham Business School |
| Record created by: | Jeremy Silvester |
| Date Added: | 03 Sep 2025 09:11 |
| Last Modified: | 03 Sep 2025 09:11 |
| URI: | https://irep.ntu.ac.uk/id/eprint/54283 |
https://orcid.org/0000-0003-2749-6408Actions (login required)
 |
Edit View |
Statistics
Views
Views per month over past year
Downloads
Downloads per month over past year
