Improving Employee Engagement: Making the Case for Planned Organizational Change Using the Burke-Litwin Model of Organizational Performance and Change

Abstract

This case analysis focuses on a community college program environment, which is challenged by low employee participation and engagement. The purpose of this writing is to describe an assessment and proposal for planned changed in this program based on the Burke-Litwin Model of Organizational Performance and Change (Burke, 2002). The outcome of the assessment and plan for change is a theoretically based strategy applicable to this organization and suggested for consideration by other organizations where the presenting problem (low engagement in this case) is a symptom of deeper and underlying issues related to employee morale and organizational culture. This example is submitted to promote practitioner reflection in any organization challenged by low employee engagement, participation, or involvement. The depiction of the case describes the problem, a review of alternative organizational models to address it, the selection of an appropriate model, and the plan of action, which was proposed, consisting of initiatives to address the issues at specific points within the organization.