The impact of organisational restructuring on employee engagement: the case of eswatini water services corporation (EWSC)

Abstract

This study examined the impact of organisational restructuring on employee engagement at the Eswatini Water Services Corporation (EWSC), focusing on the mediating roles of Perceived Organisational Support (POS) and Perceived Supervisory Support (PSS). Guided by Organisational Support Theory (OST), the study sought to understand how employees’ perceptions of fairness, inclusion, and support influence engagement during organisational change. A quantitative, crosssectional design was adopted, using a structured questionnaire administered to 244 employees, of whom 147 provided valid responses, representing a 67% response rate. Data were analysed using descriptive statistics, correlation, and multiple regression techniques to determine the relationships among restructuring perceptions, support constructs, and engagement outcomes. Findings revealed that employees’ perceptions of organisational restructuring significantly and positively influenced engagement (β = 1.743, p < 0.001). Conversely, poor communication and inadequate planning during the prerestructuring phase negatively affected engagement (β = -0.641, p < 0.001). Perceived supervisory support (β = 0.127, p = 0.043) emerged as a stronger predictor of engagement than organisational-level support, indicating that supervisors play a critical role in sustaining morale during change. The interaction term (β = -0.039, p = 0.002) further highlighted the complex relationship between restructuring perceptions and support mechanisms. The model explained approximately 90% of the variance in employee engagement (Adj R² = 0.9016), demonstrating high explanatory power. The study concludes that employee engagement during restructuring is largely determined by the quality of communication, fairness, and supervisory relationships. It recommends that EWSC institutionalise transparent communication channels, involve employees in decision-making, and equip supervisors with emotional intelligence and change management skills. Additionally, implementing employee wellness and counselling programmes would help mitigate emotional strain during restructuring. Overall, the study extends Organisational Support Theory within a developing-country public utility context, illustrating that even in resourceconstrained environments, supportive leadership and transparent processes can preserve engagement and organisational resilience during transformation.