DOI: 10.5281/zenodo.18308342
title: Change Management Practices, Commitment to Change, and Employee Engagement: Survey Evidence from Private Universities of Rajasthan

description: This research study examined how change management practices influenced employee engagement in selected private universities of Rajasthan, India. The study focused on key dimensions of change management such as readiness for change, employee participation in the change process, effectiveness of change-related communication, leadership support, and overall change management practices. It also assessed the mediating role of employee commitment to change in strengthening engagement outcomes. Data were collected using a structured questionnaire from 400 respondents across 50 private universities. Responses were recorded on a five-point Likert scale and included demographic and professional details such as gender, age group, designation, department, work experience, and nature of work. The study adopted a quantitative cross-sectional design and the dataset supported advanced analysis using PLS-SEM to test direct and indirect relationships among constructs. The research provided useful evidence for improving institutional change implementation through stronger communication, participation, and leadership support.
description: This study presented survey based evidence on relationship between the change management practices, employee commitment to change and employee engagement in selected private universities in the state Rajasthan, India. Private universities in Rajasthan had been undergoing continuous change owing to rising competition, accreditations, digital teaching systems, regulatory changes, and changing expectations of the students and other stakeholders. In such an environment, members of the faculty and staff had had to adapt to new processes, new academic systems, and institutional restructuring. However, successful implementation of institutional change was very much dependent on the perceptions of employees, participation in institutional change and their commitment during the change-over period. The main purpose of the dataset was to capture and measure the effectiveness of change management as perceived and practiced in private universities, while the practices had effects on the commitment and engagement of employees. A structured survey tool was applied to gather the responses from 400 participants in 50 private universities of Rajasthan. The study was based on a cross-sectional survey approach and the responses were gathered with the help of a standardized five-point Likert scale with its range of responses from 1 (Strongly Disagree) to 5 (Strongly Agree). Participation was voluntary and confidentiality of response was maintained.

The questionnaire had two sections. Section A served to record demographic and professional profile of the respondents like gender, age group, designation, department, work experience, and nature of work. Section B measured seven big constructs related to change management and employee outcomes. These constructs were Readiness for Change (RC), Employee Participation in Change Process (EPCP), Change related communication effectiveness (CCE), Leadership Support during change (LS), Overall change management practices (OCMP), Employee commitment to change (ECC) and Employee engagement (EE). Each construct was represented by multiple indicators so that it could be measured reliably.

The data supported empirical testing of a conceptual model in which readiness, participation, communication and leadership supported acted as key predictors of change management practices. The dataset also allowed to examine the mediating role of overall change management practices and commitment to change in employees in strengthening engagement among employees. The data was suitable for advanced statistical testing such as reliability analysis, validity assessment and structural equation modeling (PLS-SEM). The dataset offered helpful evidence for researchers and policy makers to know the employee perceptions while undergoing institutional change in private higher education. It also provided useful practical insights for university leadership and administrators to enhance engagement through strengthening participation, transparency, supportive leadership and structured change planning. Overall the data set was an asset to academic work concerning the study of organisational change in higher education settings, particularly in the Indian private university context.