CMEE-Raj2026: A Survey Dataset on Change Management Measures and Employee Engagement among Faculty in Private Universities of Rajasthan, India
Description
The data set CMEE-Raj2026 is an empirical set of survey data that investigates the relationship between change management measures and employee engagement by teaching faculty in private universities located in the state of Rajasthan, India. Higher education institutions in this region have undergone major institutional changes in recent years with accelerated competition among universities, adoption of digital technologies of learning, accreditation and regulations, and changing expectations of students. These changes have had a direct effect on faculty members who act as key stakeholders in the implementation of academic and administrative reforms. This dataset was created by examining the relationship between varying change management measures in order to understand how they can influence faculty responses to institutional change and how these responses influence their level of engagement in work. The structure questionnaire survey has been conducted among the faculty members working in selected private universities of Rajasthan. The final data set has 400 valid responses gathered from teaching professionals, across 50 private universities having a strength of more than 2000 students. The dataset contains demographic and professional background information of respondents e.g. gender, age group, designation, department, work experience and nature of work. These variables can enable researchers to study demographic differences in perceptions of organizational change and employee engagement. Descriptive statistical analysis of the data set shows stable distribution patterns across demographic groups. Histograms and frequency analysis indicated that a majority of the variables have approximately normal distribution patterns and they support the appropriateness of the data to advance the multivariate analysis. The survey instrument measures seven major constructs relating to organisational change and employee engagement. These constructs include Readiness for Change (RC), Employee Participation in Change Process (EPCP), Change-related Communication Effectiveness (CCE), Leadership Support (LS), Overall Change Management Practices (OCMP), Employee Commitment to Change (ECC) and Employee Engagement (EE). Each construct was measured with 3 indicators, so we end up with 21 structured items measuring on a 5-point Likert scale ranging from 1 (Strongly Disagree) to 5 (Strongly Agree). The analysis showed that the amount of employee participation in change initiatives and the general management practices of change had a significant impact on the levels of employee commitment and engagement. Of the relationships tested, employee commitment to change was the one that had the greatest positive effect on employee engagement, indicating the important role that psychological commitment to organizational change plays in enhancing faculty involvement and motivation.