Informing or Involving? Comparing the Roles of Change Communication and Employee Participation in Building Engagement During Organisational Change

Organisational change can unsettle employees long before new systems or structures are fully in place. Managers often respond by increasing the volume of communication, yet being informed is not the same as being involved. This study examines whether change communication and employee participation make distinct contributions to employee engagement during organisational change. Drawing on transformational leadership theory, Kahn’s engagement framework, self-determination theory, and social exchange theory, the study proposes that transformational leadership supports engagement directly and through two changerelated routes: clearer communication and meaningful participation. Survey responses from 345 employees in Indian private-sector organisations were analysed using correlation, regression, and structural-model procedures, and were interpreted alongside interviews with nine leaders and nine employees. Transformational leadership was positively associated with communication, participation, and engagement. Both change communication and participation predicted engagement, but participation showed the stronger standardised association. The qualitative material clarifies the pattern: leaders commonly described emails, briefings, and town halls as transparent communication, whereas employees sometimes experienced the same practices as information being passed down after decisions had already been made. Engagement was more evident where employees could question, contribute, and see their feedback reflected in implementation.