Abstract:

Organisational microclimate is a multidimensional phenomenon, which can be understood in terms of how organisational members perceive the organisational environment, the relationships between them, and the impact this has on their workplace behaviour (Haraisa, Haraizah, 2021, etc). Change management is a process that includes all the actions necessary to move from a current state to a desired state or to adapt to external changes. Organisational climate and change management are linked to employee engagement and commitment to the organisation. Employee engagement in change management is an important factor in the success of change in an organization (Rafferty, Minbashian, 2019, etc). This includes the cognitive and emotional involvement of employees in the change process. When employees are engaged, they are ready to actively contribute to the implementation of change. A positive microclimate that is based on trust, interaction, and fairness encourages employee engagement in change management.

The subject of work is the relationship between organisational climate and employee engagement in change management. The presentation aims to analyse the relationship between organisational climate and employee engagement in change management in one of the Training Centre in Lithuania.

The quantitative research was carried out by conducting an online survey. 153 respondents working at the Training center in Lithuania participated in the study. The organization's microclimate was investigated by applying an Organizational climate questionnaire (OCQ1), after obtaining the consent of the researchers who have adopted it in the country. To investigate employee involvement in change management, there was a questionnaire developed by the authors that included two diagnostic areas: cognitive involvement and emotional involvement. Quantitative descriptive statistics, factorial and correlation analysis methods were used in the study. Statistical data were calculated using the SPPS 25 for Windows computer software.

The study of the relationship between the organization's microclimate and employee involvement in change management showed that there is a strong relationship between the clarity of the organization's goals and information sharing and the clarity of information and consistency of activities in the change planning phase. Formulated organizational goals and effective information sharing in the organization lead to more consistent performance of activities by employees in the change planning process. The results of the study show average relationships, cooperation, and mutual support during the establishment of changes depending on the work of the department management. The stronger the leadership, the greater the cooperation and mutual support during the establishment of change. Was found relationship between extrinsic motivation and organizational justice, as well as clarity of information and consistency of activities at the change planning stage. As extrinsic motivation and organizational justice increase, clarity of information and consistency of activities in the change planning phase increase.

Keywords:

Organisational climate, engagement, change management, educational institutions.