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Employee engagement continues to pose a challenge to parastatals. Consequently, governments have adopted the transformational leadership style as an effective method of enhancing employee engagement. Nevertheless, it is still unknown whether the establishment of transformational leadership dimensions has boosted employee engagement in the Kenyan energy sector parastatals. The objective of this study was to investigate the influence of intellectual stimulation on employee engagement in parastatals in the energy sector in Kenya. Also, the study sought to determine the moderating influence of employee motivation on the relationship between intellectual stimulation and employee engagement. This study targeted the 10 parastatals within the energy sector in Kenya with a population of 315 middle-level managers. The study adopted a positivist research philosophy to examine the influence on intellectual stimulation on employee engagement and data was collected using structured questionnaires. A correlational research design was conducted with the purpose of determining the strength of the relationship between parameters of intellectual stimulation and employee engagement.The findings showed that employee engagement has a statistical significant relationship with creativity and innovation, r(166) = 0.540, p < 0.01; job design, r(166) = 0.452, p < 0.01 and employee involvement, r(166) = 0.512, p < 0.01. Multiple linear regression analysis revealed that employee motivation positively and significantly moderates the relationship between intellectual stimulation and employee engagement, R2= .409, F(2, 159) = 55.115, p <.05; ? = 0.259, p <.01. The study concluded that creativity and innovation, job design, employee involvement, and employee motivation positively enhance employee engagement.

Abstract

This paper informs current practice about change management by looking back on how strategic change was managed in BL Cars in the late 1970s.
One of the co‐authors found himself at the heart of a major transformation effort in the company and was uniquely placed to witness how this change was managed in this now‐defunct car manufacturer.
This paper concludes that an appreciation of history may be beneficial both in terms of understanding strategic change and the practice of managing strategic change.

Copyright © 2006 John Wiley & Sons, Ltd.

Since an att-object must always be encountered within some situation, about which we also have an att, soc behavior must be a function of at least 2 att's: att-toward-object (Ao) & att-towardsituation (As). Opinion expression & changes in opinion expression are both forms of verbal behavior &, thus, also functions of Ao & As. When a change of opinion is empirically found it may arise from a change in Ao, or As, or both, or neither. The classical paradigm of attitude change studies-pre-test, treatment, posttest-cannot ascertain which of these 4 possibilities produced the opinion change & must therefore be discarded. 3 new methods are then proposed for determining whether opinion change does or does not represent an attitude change: test for opinion change in at least 2 diff post-test situations; test for diff'ial change in several opinions in one post-test situation; test for behavioral changes accompanying opinion change. Illustrative res findings are cited. AA.

This reprint from the Klimaforum09 presents the Declaration of all participating people, communities, and social organizations in attendance, to build on the results achieved, and to further inspire further development of the movement and direction chosen. In summary, the declaration contains a preamble, which summarizes founding beliefs culled from the UN Charter, calling for environmental and climate debts to be paid, and all people to take action. Next, the Declaration discusses the challenges face, as the groups sees them, as per greenhouse gases (GHGs), the overall effects of climate change, and so-called strategies of "green growth" and "sustainable growth" correlated with economics and environmental destruction. Then the Declaration states the causes of human-induced climate change as viewed the group, through CO2 emissions and GHGs overplundering of natural resources in underdeveloped countries, and the prevailing patterns of thought and alternatives. The Declaration's authors then describe their "just and sustainable transition" regarding an overhaul of systematic change on food and ecology, energy, ownership and economic control, a reculturalization of science and education, and non-proliferation of military defense technology and warfare. Next, the Declaration then describes the paths to transitioning re the UN (i.e. UNFCCC) and the Conference of Parties (COP); listing and laying down six demands; and finally, laying out the plans for a global movement regarding sustainable transition. Adapted from the source document.