Change-efficacy: the glue that connects organizational change with employees’ actions

Purpose The article presents and discusses the concept of employee change-efficacy as an outcome of a series of interactions between employees and their respective line managers. Design/methodology/approach The article draws from the extant literature on change-efficacy and builds a procedural framework for achieving change-efficacy based upon the author’s independent viewpoint. Findings Most organizations are struggling with change resistance and they are investing in employee readiness to change without following a practical topology. The article prescribes a sequence of steps and a practical guide which integrates the efforts of line managers with employees to strengthen employees’ change-efficacy. Research implications The article contributes to the scarce literature on change-efficacy and indicates a framework which can be tested empirically by researchers. Originality/value The author introduces change-efficacy as the most important investment for employee readiness for change and suggests how organizations should channelize their change management efforts to successfully implement change.