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A Publication of the Department of Economics, Gombe State University - Nigeria
Print - ISSN: 2651-5644
Online - ISSN: 2651-5644
Vol. 5 No. 2, December, 2022
Effect of Management support for change and Employee
Engagement on Employee Performance in Selected Hospitals in
Abuja - Nigeria
Kadri Aliu Mukaila1, Ladan Sahnun2, & Thomas O. Oladele3*
12Department of Business Administration, Ahmadu Bello University Zaria
3Department of Management Sciences, Nigerian Army University Biu
Corresponding Author’s E-mail: tomie4real@yahoo.com
Abstract
The purpose of this paper is to examine the mediating role of employee engagement in the
relationship between management support and employee performance. The data were
collected from a sample of 207 clinical staff from the selected hospital in Abuja by using the
survey method. The data were analysed using the structural equation modelling technique.
The results indicate that the effect of management support for change on employee
performance was positive and statistically significant. In addition, management support for
change affects employee performance through its influence on employee engagement. The
findings of this study will help policymakers, stakeholders and management of hospitals in
adopting proper management support in building employee engagement that stimulates the
necessary behaviours that lead to enhanced employee performance. Managers could train
their employees in these core values of resilience and personal responsibility necessary for
high engagement. Doing so will ensure employees understand the significance of
organisational change and work engagement on employee performance.
Keywords: Management Support for Change, Employee Engagement, Employee Performance
JEL Classification: M10, M12, M19
1.0 Introduction
Even after the ease of lockdown, the current global health pandemic has continued to affect
businesses globally with Nigeria included. In Nigeria, Ishola et al (2021) provided evidence
of businesses experiencing failure, low patronage, lack of funds and loan default and so on,
due to the negative impact of the coronavirus pandemic. As a result of this pandemic and its
attendant effects, organizations are faced with problems in supporting their employees for
better performance. Specifically, employees coping with the new COVID-19 pandemic must
learn to adapt to and cope with radical changes in the workplace and social environment to
survive (Atthahira et al, 2021). Psychological stress further adds to the challenges of
Contribuon to/Originality Knowledge
Management support for change is an important thing that must be considered in any change process. From the
findings of this study the employees and policymakers could consequently be enlightened on the effect of
Management support for change on employee engagement which turn influences employee performance.
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Pattern and Predictors of Tax Compliance in Informal Sector of Gombe
Metropolis: Evidence from Slippery Slope Model
employees during the COVID-19 epidemic (Sasaki et al., 2020). The unforeseen challenges
due to the Covid-19 Pandemic situation have inhibited the performance of employees in most
organizations in Nigeria. Consequently, one of the greatest challenges for human resource
management is implementing new workplace policies that would accommodate the new
normal for better employee performance.
Despite the importance of adopting new change initiatives, the success of change initiatives
may face a barrier in the response of employees, especially when they lack readiness to
change (Metwally et al., 2019). Today's global competition requires management support
without interruption from every individual in the industry. Readiness to change relates to
beliefs, attitudes and intentions about what changes are needed to support the success of the
organization in making change (Siswanto & Haryati, 2020).
Considerable empirical work has suggested that management support for change is positively
related to employee performance (Bello et al., 2018; Egboka, 2018; Rahmi, 2019; Sirma et
al., 2019; Haffar et al., 2019; Ismail et al., 2021). Recent studies have examined the
mediating effect of competency on the relationship between management support and
employee performance. However, the mediating role of employee engagement in the
relationship between management support and employee performance has not been
sufficiently explored by extant research. In this context, when organizations initiate change
and when employees perceive the existence of management support in the change
programme, they will respond by showing vigour, absorption and dedication (employee
engagement) to their job and organization (Kassa & Raju, 2015. Therefore, this study
examines the mediating role of employee engagement in the relationship between
management support and employee performance in selected hospitals in Abuja.
1.1 Concept of employee performance:
It is a central concept of management research and practice. In terms of practice, performance
lies at the core of every management, as there remains no purpose of existence for a business
entity if, it is not performing as per the established goals and objectives. However, the most
important resource for organizational survival is its human resource. If all other resources are
assembled in large numbers without human resource input, the effort is futile. Employees
play significant roles in the attainment of corporate survival. Therefore, their performance
should be of great concern to the managers.
Different managerial experts defined performance as the record of outcomes produced on a
specified job function or activity during a specified time. According to Hadiana (2019),
performance is the ability to accomplish a mission based on the expectations of an
organization. Employee performance, which is the central focus of this study is the degree of
achievement of the mission at the workplace that builds up an employee’s job (Kidagisa et
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A Publication of the Department of Economics, Gombe State University - Nigeria
Print - ISSN: 2651-5644
Online - ISSN: 2651-5644
Vol. 5 No. 2, December, 2022
al., 2020). Haziroh et al (2020) defined employee performance as one thing that can
determine the success of a company. Employee performance may depend on the level of
engagement they get from the management of an organization. In recent years, it has been
discovered that the performancess of employees have continued to drop sharply occasioned
by the absence of adequate support and engagement by the management. The situation was
further worsened with the advent of the noble coronavirus pandemic in 2019, thereby making
the performance of employees greatly affected. The COVID-19 outbreak caused the worst
global recession since 1930 when the economy got creamed (Shen et al., 2020). Unexpected
changes like customers’ demand for health and safety are more urgent than that for social
contact during the pandemic, resulting in a shrinking demand (Hagerty & Williams, 2020). In
Nigeria, Ishola et al (2021) provided evidence of businesses experiencing failure, low
patronage, lack of funds and loan default and so on, due to the negative impact of the
coronavirus pandemic. As a result of this pandemic and its attendant effects, organizations
are faced with problems in supporting their employees for better performance. Specifically,
employees coping with the new COVID-19 pandemic must learn to adapt to and cope with
radical changes in the workplace and social environment to survive (Atthahira et al., 2021).
Employees who spend a significant part of their day in the physical work environment, for
example, had to rapidly adapt to remote work environments (Carnevale & Hatak, 2020).
Psychological stress further adds to the challenges of employees during the COVID-19
epidemic (Sasaki et al., 2020).
The Covid-19 pandemic has forced healthcare providers to adapt to new ways of delivery of
medical services to avoid the contraction of the disease by medical personnel. This change in
practice will have the greatest impact on frontline workers, many of whom are sceptical of
change or lack confidence in their ability to adapt to new technology, therefore, careful
implementation of this new normal is imperative. The unforeseen challenges due to the
Covid-19 Pandemic situation have inhibited the performance of employees in most
organizations across the world. Consequently, one of the greatest challenges for human
resource management is implementing new workplace policies that would accommodate the
new normal for better employee performance.
1.2 Management support
Management support refers to an individual’s beliefs that key organizational members, such
as top decision-makers and senior leaders, are fully supportive of the particular change and
committed to the proposed change and its success by, for example, emphasizing its
importance and encouraging employees to adopt it (Arnéguy et al., 2018). It also refers to the
provision of the instruments and resources by the top management for the workers to
implement a change initiative (Ismail et al., 2021). Top management members are the senior
executives who are responsible for one or more functional areas in organizations. Top
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Pattern and Predictors of Tax Compliance in Informal Sector of Gombe
Metropolis: Evidence from Slippery Slope Model
management’s philosophy regarding change programs could strongly influence employee
readiness for change.
Management support for change is a strong reason for employee readiness for change (Holt
et al., 2007), while change needs resources and commitment (Armenakis et al., 2012).
Employees could then see the change throughout the entire institution. In improving
employee readiness to change, managers play an important role (Siregar et al., 2021).
Furthermore, management support for change and some other factors are important; such as
the encouragement from senior leaders to adopt the change, the support from a decision
maker or the top management to strongly stress how crucial the change is, the commitment
from the senior leaders to adapt and to clarify the hint from the management that organization
is going to have the change (Holt et al., 2007). This implies that support from top managers
can also encourage other organizational members to move positively and act accordingly.
Management plays a vital role in planning for change. Management sets goals and objectives
for change programs. The management makes short- and long-term plans for change to be
implemented. Management communicates all action plans for change (Kirrane et al., 2017).
Management offers support by organizing the employees to carry out the organizational
change plans. In case of any organizational change, management support for change helps
employees to absorb and understand the changes. Management support for change also
involves directing employees in the right direction (Mardhatillah et al., 2017). Although a
work plan is laid down employees need to be pushed in the right direction for the goals to be
achieved. Management support for change also involves controlling where management does
evaluation and checks if change objectives are being achieved or not. Furthermore,
management support for change in the workplace increases emotions of involvement and
contribution among employees. Management support for change can make employees get
involved and encouraged to employ their know-how and skills to propose ways for
improvements in some aspects of the job which need the improvements (Ismail et al., 2021).
In essence, in this study, top management support for change refers to top management’s
participation in or commitment to change efforts to increase employee readiness for change.
1.3 Employee engagement:
Many organizations use employee engagement as a model for making the organization more
effective and efficient (Mangundjava, 2012). Employee engagement is a good tool to help
every organization to strive to gain competitive advantages over others (Anitha, 2014).
Markos and Sridevi (2010), employee engagement is based on knowledge relating to
constructs like job satisfaction, commitment and organizational citizenship behaviour. They
also regarded engaged employees as those who demonstrate an intense feeling of attachment
to their organization, full readiness/ availability to complete job responsibilities and
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A Publication of the Department of Economics, Gombe State University - Nigeria
Print - ISSN: 2651-5644
Online - ISSN: 2651-5644
Vol. 5 No. 2, December, 2022
enthusiastically bestow their employees. Shaufeli (2012) described employee engagement as
having to do with a positive and fulfilling mindset which typifies vigour, dedication and
absorption and is work-related. They used the definition of burnout, to describe and/or shed
light on employee engagement, and that employee engagement is an antipode of burnout.
Researches show that numerous favourable outcomes found in organizations proceed from
employee engagement: employee retention (Shamila, 2013), customer loyalty (Kumar &
Swetha, 2011), organizational performance (Markos & Sridevi, 2010), job satisfaction (Saks,
2006). However, the empirical studies testing how such factors exert influence on employee
engagement remain sparse (Sihag, 2021). According to Alagaraja and Shuck (2015)
organizational alignment, together with employee engagement improves individual
performance. This study provides knowledge about the importance of engagement in an
organization and the means of achieving engagement and subsequently employee
performance. Robinson et al (2004), identified the drivers of employee engagement, as
shown in the figure below:
Training development and career
Immediate management
Performance and appraisal
Communication
Equal opportunities and treatment Feeling valued &involved Engagement
Pay and benefits
Health and Safety
Cooperation
Family friendliness
Job satisfaction
2.0 Literature Review and Hypotheses Development
In terms of empirical studies, Gigliotti et al (2019) embarked on a study on perceived
organizational support and its effects on individual change readiness. The data were collected
by questionnaires method and further analyzed using regression equations and posthoc
analyses. The results of this analysis confirmed that perceived organizational support has a
positive and significant effect on individual change readiness. In addition, the trust did
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Pattern and Predictors of Tax Compliance in Informal Sector of Gombe
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function as a mediating variable. Haffar et al (2019) examined how individual readiness for
change in terms of personally beneficial, management support, change appropriateness and
change self-efficacy affects total quality management with the mediating role of employee
affective commitment to change. The results of this analysis showed that individual readiness
for change in terms of personally beneficial, management support, change appropriateness
and change self-efficacy has a positive and significant impact on total quality management.
Ismail et al (2021) evaluated how management support influences employee performance.
The study was conducted in Nigeria with a sample size of 450 lecturers. The results of this
analysis showed that management support has a positive and significant effect on employee
performance. Bello et al (2018) undertook a study on management support and its effects on
organizational performance. Top management support in the relationship between
management support and organizational performance. The results of this analysis confirmed
that management support has a positive and significant impact on organizational
performance. Also, top management support did function as a moderating variable.
Rahmi (2019) embarked on a study on top management support and its effects on supply
chain performance. The results of this analysis established that top management support has a
positive and significant influence on supply chain performance. Egboka (2018) studied the
effects of management support practices on job performance. The results of this analysis
revealed that management support practices have a negative and insignificant effect on job
performance. Sirma et al (2019) examined the effects of top management commitment and
support on operational performance. The data were assembled by the ex-post facto research
approach method and further analyzed using Pearson correlation and regression analysis. The
results of this analysis showed that top management commitment and support have a positive
and significant impact on operational performance.
García-Sánchez et al (2017) conducted a study on top management support and its effects on
knowledge management processes. The results of this analysis confirmed that top
management support has a positive and significant influence on knowledge management
processes. The study only examined the direct relationship between top management support
and knowledge management processes. However, more research is needed on the mechanism
through which top management support can influence knowledge management processes. De
Valle (2021) studied how to change appropriateness, management support and change
efficacy impact organizational resilience. The results of this analysis revealed that change
appropriateness, management support and change efficacy have a positive and significant
impact on organizational resilience. The study only examined the direct relationship between
management support and organizational resilience. However, more research is needed on the
mechanism through which management support can influence organizational resilience. By
considering the above evidence from the literature, it is proposed that;
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A Publication of the Department of Economics, Gombe State University - Nigeria
Print - ISSN: 2651-5644
Online - ISSN: 2651-5644
Vol. 5 No. 2, December, 2022
H1: Management support has a significant effect on employee performance at selected
hospitals in Abuja.
2.2Mediating effect of employee engagement.
When an organization makes fundamental changes, it becomes the most important element
for the success of the organizational change. Employee engagement is defined as “a positive,
fulfilling, work-related state of mind characterized by vigour, dedication and absorption”
(Schaufeli et al., 2002, p. 74). Vigour is characterized by a high level of energy and mental
resilience while working, the willingness to invest effort in one’s work and persistence even
in the face of difficulties (Mitonga-Monga & Cilliers, 2015). Dedication involves being
strongly involved in one’s work with a sense of pride and enthusiasm (Ferreira & Rodrigues,
2018).
Kahn (1990, p. 694) introduced the concept of employee engagement, giving his now famous
definition quoted in the introduction, namely, “the harnessing of organization members’
selves to their work roles; in engagement, people employ and express themselves physically,
cognitively, and emotionally during role performances”. The first component of this
definition is the physical dimension similar to vigour, which is regarded as a trait showing
high levels of energy and mental resilience, having the will to invest effort at work and
persistence in challenging times (Sendawula et al., 2018). The second component is the
emotional dimension (dedication), which is regarded as a trait indicating a sense of
significance, enthusiasm, inspiration, pride and challenge (Schaufeli & Bakker, 2004; Mayo,
2016). Finally, cognitive (absorption dimension) is described as being fully and happily
involved and concentrated in one’s work, not being aware of the time passing by and where
one experiences difficulties with detaching oneself from work (Schaufeli & Bakker, 2004).
Employees believe that their supervisor will provide all the necessary support to continue
their activities and to make them more engaged with the organization (Rubel & Kee, 2013).
This may be the feeling of the employee that management can play a vital role to engage the
employee which may enhance their belongingness to the organization. Thus, when
organizations initiate change and when employees perceive the existence of management
support for change in doing their job, time availability as well as flexible intra-organizational
boundaries, they will respond by showing vigour, absorption and dedication to their job and
organization (Boikanyo, 2012; Kassa & Raju, 2015). Furthermore, change appropriateness is
an issue that could also be associated with the employee engagement construct. Özer et al
(2017) observed that procedural justice has a positive effect on employee engagement.
Procedural justice stands for the appropriateness of procedures in an organization. According
to the self-efficacy theory, the employee engagement level is closely associated with the
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Pattern and Predictors of Tax Compliance in Informal Sector of Gombe
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feeling that employees have their competencies and their perceptions of how good they are in
each change domain (Olivier et al., 2019).
In terms of empirical studies, Ahmed (2019) assessed how management support for change,
affects readiness for change. The study was conducted in Ethiopia with a sample size of 326
employees of Awash banks. The results of this analysis established that management support
for change has a positive and significant effect on readiness for change. The study used
readiness for change dimensions as dependent variables. The current study used readiness for
change as the independent variable. Matthysen and Harris (2018) assessed how employee
engagement impacts employees’ readiness to change. The data were assembled by cross-
sectional survey method and further analyzed using structural equation modelling. The results
of this analysis confirmed that employee engagement has a positive and significant impact on
employees’ readiness to change. The study only examined the direct relationship between
employee engagement and employees’ readiness to change. However, more research is
needed on the mechanism through which employee engagement can influence employees’
readiness to change. Based on this discussion, this study hypothesized that:
H2: Employee engagement significantly mediates the relationship between management
support for change and employee performance at selected Hospitals in Abuja.
Theoretical framework
The use of Kurt Lewin’s theory of planned change can support this study through the
transition and identification of strength and resistance before implementing change. The
unfreezing stage is where understanding of the difficulties related to the identified problems
is sought and strategies are developed to strengthen the driving forces and weaken or reduce
the restraining forces (Bozak, 2003). Unfreezing may be achieved by applying appropriate
management support to create the readiness for change (Al-Haddad & Kotnour, 2015). The
moving stage is where the actual change in practice takes place as a result of the equalization
of the opposing forces, thereby allowing the driving forces to support the change. This
driving force to support change can be achieved with employee engagement and active
participation. The third stage which is the refreezing stage can be used to evaluate the
stability of the change. The stability of the change can be measured by the level of employee
performance. This theory has been applied in similar studies such as Gelaidan et al (2018)
and Kimhi and Oliel (2019) who studied the effects of leadership changes on organizational
performance. However, Lewin's theory of planned change is without its limitations. For
example, some critics believe that because today's healthcare systems are complex and
unpredictable, change occurs faster than Lewin's theory can account for (Shirey, 2013).
Notwithstanding, this study adopts the theory since after the pandemic most hospitals have
opportunities to effect changes that have a positive impact.
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A Publication of the Department of Economics, Gombe State University - Nigeria
Print - ISSN: 2651-5644
Online - ISSN: 2651-5644
Vol. 5 No. 2, December, 2022
Conceptual framework
Figure 2.1: Research model
In this model, which was underpinned by Kurt Lewin’s change theory, management support
is the independent variable (IV), while employee performance is the dependent variable (DV)
and employee engagement serves as the mediating factor which helps to clarify the
relationship between the IV and the DV. Management support is having a direct relationship
with employee performance as shown in the model above. Also, there is an indirect
relationship between management support and employee performance through employee
engagement. Here, the direct effect of management support on employee performance is
considered partial, and the effect of employee engagement on employee performance is
equally partial.
3.0 Research Design
This study used a quantitative cross-sectional research design which allows for the
generalization of findings in a large population. The current study targeted hospitals in Abuja,
namely, 1) Garki Hospital, Garki Abuja, 2) Kelina Hospital, Gwarimpa, Abuja, 3) Zanklin
Medical Center, Abuja, 4) St Francois Medical Center Abuja, 5) Asokoro General Hospital,
Abuja, 6) Alhassan Hospital, Abuja, 7) First Hospital and Maternity, Abuja, 8) Horizons
Medical Centre, Abuja, 9) Ideal Hospital, Abuja, 10) Iduna Specialists Hospital, Abuja, 11)
Kings Care Hospitals, Abuja, 12) Federal Staff Clinic, Abuja, 13) Wuse General Hospital,
Abuja and 14) Cedar Crest Hospital, Abuja. The criteria for selection of these hospitals were
based on proximity, accessibility, and employee willingness to participate.
Sample
The units of observation were doctors, nurses, and laboratory technicians. Therefore, the
population of the study was 350 clinical services staff. The sample size of 187 clinical
Employee
performance
Management support
Employee
engagement
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Pattern and Predictors of Tax Compliance in Informal Sector of Gombe
Metropolis: Evidence from Slippery Slope Model
services staff for this study was arrived at by using the formula suggested by Taro Yaman.
However, this sample size was increased to 280 (1.50*187) to allow for possible non-
response and also to have an adequate number for SEM based on the recommendation of
Bartlett et al (2001). 100–150 is considered the minimum sample size for conducting SEM
(Tabachnick & Fidell, 2007).
The study has adopted the online questionnaire as a tool for collecting primary data. An
online data collection tool was designed and executed using Google Forms (via
docs.google.com/forms). The online questionnaires will be easy to administer and save time,
and prepared based on the Likert scale. (Lefever et al., 2007).
The measures for these variables were adopted from previous studies. The items for
management support for change were adopted from scales developed by Armenakis et al
(1993) and Holt et al (2007). Likewise, employee engagement was adopted from the items
developed and validated by Khoreva and VanZalk (2016). Lastly, employee performance was
adapted from the scale of Rodwell et al (1998). This study adopted the Partial Least Square,
Structural Equation Modeling (PLS-SEM) method for empirical examination of the
hypothesized model through smart PLS 3.0 software. PLS-SEM was also used to establish
convergent validity, discriminant validity, and composite reliability. The returned copies of
the questionnaire were only 207. Thus, the response rate was 74%.
4.0 Results and Discussions
4.1 Measurement Model
As shown in Table 1 and Figure 1, the research model included 15 items (5 items for each
variable) measuring management support for change, employee performance and employee
engagement. The outer loading of the items in the questionnaire is equal to or above then the
threshold standard of 0.70 (Hair et al., 2016), except for one item of management support for
change, one item of employee engagement and three items of employee performance, that are
deleted. However, one item for employee performance (0.649) is slightly weak, but Hair et al
(2017) suggested that slightly weak items can be maintained in the model due to its scale
validity, therefore, this item for employee performance (EP6) is maintained in the model.
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A Publication of the Department of Economics, Gombe State University - Nigeria
Print - ISSN: 2651-5644
Online - ISSN: 2651-5644
Vol. 5 No. 2, December, 2022
Figure 1: Modified Measurement Model
Table 1. Model Assessment
Outer
VIF
Values
Outer
Loadings
Construct reliability and
validity
Variables Items CR Α rho_A AVE
Management Support MS1 2.264 0.859 0.898 0.849 0.850 0.688
MS2 1.745 0.805
MS4 1.760 0.808
MS5 2.037 0.845
Employee
Engagement EE2 1.640 0.827 0.883 0.801 0.803 0.715
EE3 1.793 0.862
EE4 1.743 0.847
Employee
Performance EP1 1.543 0.811 0.832 0.732 0.746 0.554
EP1 EP3 1.375 0.749
EP3 EP5 1.428 0.760
EP6 EP6 1.265 0.649
Note: CR = Composite Reliability, α = Cronbach Alpha, rho_A = Dijkstra–Henseler’s rho
indicators, AVE = average variance extracted.
Construct convergent validity is measured by the average variance extracted (AVE). In Table
1, the AVE of all constructs is greater than the threshold level of 0.5. Therefore, construct
validity and reliability are confirmed (Fornell & Larcker, 1981).
The collinearity issue of the model is examined through the values of the variance inflation
factor (VIF). The values of VIF less than 5 are considered acceptable (Hair et al., 2016). All
inner VIF values of the constructs are less than 5 which indicates no collinearity issues in the
model (See Table 1).
Table 2: Discriminant Validity.
Fornell-Larcker Criterion Heterotrait-Monotrait ratio
Constructs MS EE EP Constructs EE EP MS
MS 0.830 EE 0.000
EE 0.423 0.846 EP 0.865
EP 0.721 0.659 0.745 MS 0.5103 0.8926 0.000
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Note: MS = Management Support, EP = Employee performance, EE = Employee
engagement
Table 2 presents the discriminant validity of the model. Discriminant validity is examined
through the Fornell-Larcker Criterion and Heterotrait-Monotrait (HTMT) ratios methods.
Henseler et al (2015) consider a 0.90 maximum threshold level of HTMT to be appropriate.
The result in Table 2 shows the HTMT inference ratios were less than 0.90, thus indicating
that the indicators used in the study have discriminant validity
4.3 Structural Model
4.3.1 Direct Effect
Table 4 explains the direct significant positive relationship between management support and
employee performance with β value of .5409, a t-value of 14.0141, and a p-value of .000 at
a .05 level of significance. Thus, H1 is supported.
Table 4: Direct Effect
Structural Path
Path Coefficient
(t-value)
Confidence interval
(2.5%, 97.5%)
(P Values)
0.05 Decision
MS -> EP 0.5409 (14.0141) (0.4595, 0.6102) 0.000 H1 is
Supported
Note: MS = Management Support, EP = Employee performance
4.3.2 Indirect Effect
The indirect relationship of the variables is explained in Table 5. The indirect effect was
analyzed using bootstrap analysis suggested by Preacher and Hayes (2008). The indirect
effect of management support for change on employee performance through employee
engagement was highly significant (β =0.184, t=7.335, p = 0.000)
. Thus, H2 is also supported. Figure 2 explains the post-analysis model of this study.
Table 5: Indirect Effect
Structural Path
Path Coefficient
(t-value)
Confidence interval
(2.5%, 97.5%)
(P Values)
0.05 Decision
MS -> EE-> EP 0.1835 (7.3349) (0.1392, 0.2339) 0.000
H2 is
Supported
Note: MS = Management Support, EP = Employee performance
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A Publication of the Department of Economics, Gombe State University - Nigeria
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Online - ISSN: 2651-5644
Vol. 5 No. 2, December, 2022
Figure 2: Post-analysis model
4.4 Discussion
The main objective of this study was to examine the effect of management support for change
on employee performance through the mediation of employee engagement in the healthcare
industry. Existing related works have focused on the effect of management support for
change on performance and little attention has been paid to the mediation of employee
engagement in these relationships. The research model is depicted in Figure 2. The two
hypothesized paths in the model were found to be both significant and positive.
First, management support for change on employee performance was found to have a positive
and significant effect on employee performance. This result could be a result of top
management members being the senior executives who are responsible for one or more
functional areas in organizations, therefore, their support is a strong reason for employee
readiness for change. This implies that management plays a vital role in planning for change.
In the context of hospital management, this result implies that when the hospital’s senior
leaders encourage their employees to embrace this change and put all their support behind
change efforts, employees could set very high standards for themselves and turn in high-
quality work performance. The results of this study are in line with the results of Ismail et al
(2021) who found that management support for change influence employee performance.
Likewise, Sirma et al (2019) showed that top management commitment and support have a
positive and significant impact on operational performance.
Secondly, employee engagement was found to significantly mediate the relationship between
management support for change and employee performance at the selected hospitals in
Abuja. The empirical outcomes of this study proved that management support for change has
a positive and significant relationship with employees’ engagement and employee
performance. The positive results of this study showed that employee engagement is a good
tool to help every organization to strive to gain a competitive advantage over others (Anitha,
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Pattern and Predictors of Tax Compliance in Informal Sector of Gombe
Metropolis: Evidence from Slippery Slope Model
2014). When an organization makes fundamental changes, it becomes the most important
element for the success of the organizational change. Thus, when organizations initiate
change and when employees perceive the existence of management support for change in
doing their job, time availability as well as flexible intra-organizational boundaries, they will
respond by showing vigour, absorption and dedication to their job and organization which in
turn will improve their performance. Furthermore, this study not only confirms the
application of the three-step change theory and engagement theory but also extends the
application of these theories to the healthcare sector. In applying the theory to this case study,
the pre-COVID era where the system of medication delivery and administration at our health
facilities involves old medication carts in poor repair. The COVID-19 pandemic outbreak has
forced healthcare providers to adapt to new ways of delivering medical services to avoid the
contraction of the disease by medical personnel. The change in practices will have the
greatest impact on the frontline nurses, doctors, and laboratory workers, many of whom are
skeptical of change or lack confidence in their abilities to adapt to new technology, therefore,
careful implementation of this new normal is important. The use of Kurt Lewin’s change
management theory can support the transitions and identify areas of strength and resistance or
driving and restraining forces before implementing change.
Here, management support for change and employee engagement are important tools that
could be used as driving forces against any resistance to change programs. When the change
is actualized through this mechanism, and there is an achievement of positive employee
performance, there is therefore the need for sustainability of the measure through continuous
adoption of management support (through the provision of modern medical equipment and
regular interface by management) and employee engagement practices to encourage
employment in the organization.
5.0 Conclusion and Recommendations
This study seeks to investigate the mediating role of employee engagement in the relationship
between management support for change and employee performance in selected hospitals in
Abuja. Based on the empirical findings, the study concludes that there is a significant effect
of management support on employee performance. In addition, the study concludes that
management support has an indirect effect on employee performance, through employee
engagement. Although the survey data were obtained from hospitals in Abuja only, it offers
valuable insights about management support for change and employee engagement.
Therefore, this study has both theoretical and managerial contributions.
In terms of theory, recent studies on organizational support, tend to examine the mediating
effect of trust (Gigliotti et al., 2019). However, the mediating effect of employee engagement
within the context of readiness for change has not been sufficiently explored by extant
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research. This study’s theoretical and conceptual framework is used to determine the
significance of individual readiness for change and employee engagement on employee
performance in achieving a sustainable healthcare system. The findings of this study fill gaps
in the literature that lack empirical examination of the relationships between management
support for change, employee engagement and employee performance.
At the managerial level, organizations operate in an era of rapid changes and a competitive
marketplace. The findings from this study prove that employee engagement is one of the
business strategies for managing change. Not only does engagement have the potential to
significantly affect employee retention, productivity and loyalty, but it is also a key link to
customer satisfaction, company reputation and overall stakeholder value. High levels of
engagement promote the retention of talent, foster customer loyalty and improve employee
performance. The present study collected data from clinical services staff. In hospitals,
clinical services staff deal with different patients with various challenges and demographic
profiles. There could be challenges in solving all problems with the traditional method. As a
result, unsupported and encouraged clinical services staff may become disengaged. In such a
situation, through management support for change, these issues maybe are handled by
developing a culture where employees strongly get involved in their work with a sense of
pride and enthusiasm.
Improving employee engagement requires support from the top management team, and a
successful engagement strategy warrants thoughtful corporate planning. Employees are more
engaged when there is a clear goal to focus on and a purpose to inspire them. An
organization's core values and mission statement are the foundation of its culture, which
plays a large role in how engaged your employees are. Managers could train their employees
in these values for high engagement. Doing so will ensure employees understand the
significance of the organization's core values to employee performance. In addition,
managers should focus on being highly engaged in the change program themselves through
management support for change, which is an effective way to quickly increase employee
engagement at all levels.
This research had a number of constraints. The measurement tool is a questionnaire and
interpretation of the results is limited to this survey tool. Therefore, the content of this
research is limited to the understanding of clinical staff from the items in the questionnaire.
Future research may consider other sectors and the public at large using appropriate sampling
techniques that may provide a large sample. This study used employee engagement as a
mediating in the relationship between management support for change and employee
performance. Further research should be done to investigate the effect of other factors that
serve as intervening variables which may not have been conceptualized in this study.
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