Although change management has been a relevant topic in recent literature, the success rate of process changes has been lower than managements’ expectations. This study aimed to provide components of middle management communication, which can increase employee engagement, during the change readiness phase of a process change. This was accomplished through an exploratory qualitative method of data collection and analysis, specifically semi-structured interviews and thematic analysis of a maximum variation sample of employees and middle managers that experienced a process change. The interviews were conducted with 14 practitioners, 11 employees and three middle managers of public organizations, private organizations, and government agencies. These interview data were sorted into five themes of employee engagement and middle management communication, which are employee readiness, communication, social dynamics, trust, and self-efficacy, which were identified in the literature review. This allowed for subthemes to emerge from these sorted data. The process change subthemes from employee and middle manager interview data were compared to identify identical subthemes. These combined subthemes were compared and contrasted with subthemes from the current literature. The study concluded that these interview data supported the five themes. In addition, there are proposed subthemes to consider when creating a change communication strategy to engage employees in the change readiness phase of a process change.
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