TEM Journal. Volume 10, Issue 2, Pages 597‐606, ISSN 2217‐8309, DOI: 10.18421/TEM102‐15, May 2021. TEM Journal – Volume 10 / Number 2 / 2021. 597 Managing Change and Managerial Innovation towards Employees Satisfaction at Workplace Dimitrios Drosos 1 , Grigorios L. Kyriakopoulos 2 , Eleni C. Gkika 1 , Faidon Komisopoulos 1 , Michalis Skordoulis 3 , Stamatios Ntanos 1 1 Department of Business Administration, School of Business, Economics and Social Sciences, University of West Attica, 12244 Egaleo, Greece 2 Electric Power Division, Photometry Laboratory, School of Electrical and Computer Engineering, National Technical University of Athens, 15780 Athens, Greece 3 Democritus University of Thrace, 193 Pantazidou, GR68200 Orestiada, Greece Abstract - As the world progresses, management of change is seen as an opportunity for organizations to improve their competitive edge, their profits and productivity. Companies around the world become more specialised and focused on their core competencies and rely largely on niche markets. On the other hand, it is noteworthy that management change is process that undoubtedly generates a perceived efficacy among workforce. This fact may signify the generation of key-organizational behavior indicators, such as job satisfaction. This study is theoretically exploring the relationship between the perceived efficacy of a management change process and job satisfaction. Keywords - Managing Change, Innovation, Employee, Customer Satisfaction. DOI: 10.18421/TEM102‐15 https://doi.org/10.18421/TEM102-15 Corresponding author: Dimitrios Drosos, Department of Business Administration, School of Business, Economics and Social Sciences, University of West Attica, 12244 Egaleo, Greece. Email: drososd@uniwa.gr Received: 14 January 2021. Revised: 04 May 2021. Accepted: 12 May 2021. Published: 27 May 2021. © 2021 Dimitrios Drosos et al; published by UIKTEN. This work is licensed under the Creative Commons Attribution‐NonCommercial‐NoDerivs 4.0 License. The article is published with Open Access at www.temjournal.com 1. Introduction In the 21 st century, competition between companies becomes more and more vast and managers have to keep coming up with new ideas and strategies for the future. The global business environment is changing faster than ever. The introduction of new technologies, labor redeployments, cuts and formal organizational changes are parts of every modern organization [1]. Strategies that will at least keep them alive or, better give them a competitive edge over their rivals. However, in order to be successful, these strategies should involve innovation, risk taking, probably extensive investment on advanced technologies and flexibility to adjust in future circumstances. All these naturally involve change and effective management in order to be successful [2], [3], and [4]. Incremental change processes introduce minor adjustments that are most suitable for firms in stable environments. However, many organizations have found that incremental solutions are inadequate to keep pace with today's complex and dynamic business environment. Moreover, firms that attempt fundamental change through incremental processes are likely to encounter strategic drift [5]. This results when environmental conditions are shifting faster than organizational responses. The result is an increasing gap between the firm and its environment. Similarly, incremental processes rarely overcome internal inertia: organization members do not perceive the need to fundamentally change the way they work and the bureaucracy reinforces bad habits [6]. On the other hand, the permanent search for flexibility, demands changing patterns in employment. Firstly, organizations are not looking to offer permanent employment to all the employees, but only to small elite which is considered to be the core group that is multi-skilled and provides functional flexibility because of its ability to perform