...PROCESSES AND ORGANIZATION BEHAVIOR SUBJECT | Mariane P. Salmasan 10/21/2013 | Why Do Employees Resist Change The normal and natural reaction to change is resistance. Every individual has a threshold for how much change they can absorb. This resistance is inevitable and that management must be prepared to respond to it. In his article on why do employees resist change, Paul Strebel described that managers and employees view change differently. Both groups know that vision and leadership drive successful change, but far too few leaders recognize the ways in which individuals commit to change to bring it about. Managers see change as an opportunity to strengthen the business by aligning operations with strategy. However, employees see change as neither something to sought after nor welcome as it is disruptive and intrusive. It changes the balance. In order to fix this difference, managers must put themselves in their employees’ shoes and examine the terms of the personal compacts between the employees and company. Personal compact is the reciprocal obligations and mutual commitments, both stated and implied, between employees and the organization. It has three major dimensions. The first one is the formal dimension wherein employees capture the basic tasks and performance requirements for a job as defined by the company. In return, managers convey the authorities and resources the employees need in order for him to do his job. If it is not clearly stated in the documents...
Words: 1148 - Pages: 5
...Organizational Change and Employees’ Behaviors Abstract Organizational change can affect employees’ attitudes and behaviors in the workplace. Being able to recognize the types of changes and how employees are affected will better help a company in the process of a change gain a better workplace environment. Organizational Change and Employees’ Behaviors Organizational change is something that occurs most often in today’s business world. Organizational change can affect employees’ attitudes and behaviors in the workplace. Being able to recognize the types of changes and how employees are affected will better help a company in the process of a change gain a better workplace environment. The following research and studies are all based on employees’ and organizational change. Research that Shin, Taylor, & Seo (2012) based their paper on states that involvement in planned organizational change is a long, emotionally intense, stressful, and fatiguing process for most employees. The findings from the research they have done were that intense negative emotions experienced by most employees during organizational change lead them to become change averse and reluctant to enact supportive behaviors directed at achieving goals set by organizations’ leaders. One argument they had was that one way to boost and sustain employees’ commitment to change is to build up their individual resources prior to the start of a change process. Those individual resources then...
Words: 844 - Pages: 4
...“which refers to employees’ emotional attachment to, identification with, and involvement in, the organization” 2. Normative commitment, “which is based on feelings of loyalty and obligation” 3. ‘Continuance’ component “refers to the commitment based on the costs that employees associate with leaving the organization” Richard McBain (2005) also explores Swailes (2002) argument that measures of organisation commitment often seem to focus on the reasons for commitment, or its outcomes, rather than on the commitment itself. He also goes on to explore the research by Malhotra and Mukherjee (2003) where they test the importance of job satisfaction and organisational commitment on service quality and explore how commitment may influence the willingness of customer-contact employees to engage in discretionary efforts may reflect in the service quality they deliver. He goes on to comment on one of the key findings from Malhotra and Mukherje (2003) research; that affective commitment was more important than job satisfaction in determining the service quality of customer contact employees. Richard McBain (2005) goes on to conclude that “Service organisations should, therefore, strive to develop the affective component of commitment amongst their customer employees, alongside their job satisfaction, as part as part of their internal marketing strategy”. Richard McBain (2005) goes on to look at the relationship between organisational commitment and readiness for change. He refers to...
Words: 2182 - Pages: 9
...MANAGEMENT OF EMPLOYEES’ RESISTANCE TO ORGANIZATIONAL CHANGE BY DUMEVI ANDREW YAO AC/07-2/DS/1070 SUPERVISOR: MR. ROBERT MWIN CHAPTER ONE INTRODUCTION 1.0 BACKGROUND Organizations perceive change as very important for their survival and prosperity in today’s competitive environment. They make change initiative to keep up the pace with changing environment. The success and performance superiority of organizations are very much dependent on its ability to align its internal arrangement with the demand of external world. It is also recognized that as humans as we are adapting to change is very difficult more especially when it affects our comfort. Notwithstanding, change can also be accepted provided it’s well interpreted to be well understood. Management of employees’ resistance towards organizational change is one of the major problems/threats to successful change programme.My first step after discovering employee’s resistance towards organizational change management led me to the exploration of causes of resistance which have been thought by different authors as very important for overcoming it. According to Mintzberg, the cure might actually prove to be just more of the cause (Mintzberg 1998). On the other hand, organizations of today operate under increasing demands for change. The market has radically changed due to globalization, strong competition, technical development and a customer-driven market. (Härenstam et al., 2004) This high pace of change means that...
Words: 4818 - Pages: 20
...Executive Summary This assignment seeks to present, analyse, discuss and critically evaluate the prevalence and the degree of the relationship between transformational leadership and its effect on the employee’s positive self-esteem and organisational commitment. The presentation of the most important observations and insights in this report are based on the information gathered from a questionnaire. The questionnaire was administered and completed by the chosen work group of employees constituting a sample of ninety three individuals. As prior research and analysis in this field was limited to a generic employee group it was decided to further contribute to this field by investigating the differences in responses between male and female respondents. A literature review was conducted to assess and present the relationship between transformational leadership and the effect on employee’s self-esteem and organisational commitment. The impact of transformational leadership on the sample group has been assessed through statistical analyses of the extracted data (from the survey). The interaction between the following constructs were investigated: * Transformational leadership on positive self-esteem Results determined a poor correlation * Transformational leadership on organisational commitment Results found a marginal impact * Positive self-esteem on organisational commitment Results found a medium correlation * Transformational leadership on organisational...
Words: 5768 - Pages: 24
...organization can help overcomes employee’s resistance to change by helping employees overcome their fears by talking about the changes that will be taking place, reassuring employees that change is necessary and needed to plan and help develop strategic plans for the future and the environment. An agency or provides training and development programs to complement the agency’s mission and operations, while projecting the demand for services, develop new resources and help determine the appropriate reallocation of services that will be changing. Training and development are essential to the effective use of an organization's human resources and are integral parts of its human resource planning. Training is used to remedy immediate needs, while development is concerned with long-term objectives and the ability to cope with change. Training and development should be viewed as a continuous process. There will always be new employees, new positions, new problems, changes in technology, and changes in the external and internal environments that require a planned approach to training and development and its integration with other HRM functions. Training and development influence recruitment, selection, career planning, and the compatibility between agency goals and employee aspirations. Training and development programs must be integrated to complement the organization's mission and operations. Organizations should use employees wisely with respect to the strategic needs of the organization...
Words: 355 - Pages: 2
...TITLE FACTORS CONTRIBUTING TO RESISTANCE TO CHANGE AMONG EMPLOYEES IN PERSPECTIVE OF ADMINISTRATION AND WORK AREAS IN HUMAN RESOURCE DEPARTMENT ACKNOWLEDGEMENT First of all, I would like to express my utmost gratitude to En. Osman Hassan, the Human Resource General Manager of Sabah Electricity Sdn Bhd, who has individually given his guidance throughout the practical training period. I would also like to express my appreciation to all lecturers and especially to my advisor, Miss Jacqueline Koh from the Faculty of Business Administration, Universiti Teknologi Mara Sabah and Universiti Teknologi Mara Shah Alam for their support and guidance in assisting me in this research. I would also like to express sincere appreciation to all staff of the Human Resource Department of Sabah Electricity Sdn. Bhd. for their time, guidance, tolerance and sharing knowledge while I was undergoing my practical training. Thank you for given me a chance to apply my theory knowledge to organizational practices. Last but not least, I would like to give appreciation for the inspiration and wisdom of many people that either directly or indirectly contributed to the completion of this research. Thank you. TABLE OF CONTENTS | |PAGE | |ACKNOWLEDGEMENT…………………………………………………….…… |ii | ...
Words: 11624 - Pages: 47
...When examining the issues at Cushy Armchair using the organizational alignment model, several elements emerge. First, it is imperative to determine the barriers to change that make the heads of departments unresponsive to her emails. According to Harrington and Voehl, organizations are made of people and these people have specific jobs based on their skills and attitudes (28). Sampson’s email aims to improve the operations of the organization but raises concern among personnel since it takes away some of their roles. In the email meant for purchasing, marketing, and design managers, Sampson tells them that purchasing decisions worth more the HK$1 million will be the prerogative of the New York division. It will approve design and feature changes and coordinate advertising. These changes are similar to removing the some responsibilities. As a result, it is highly unlikely they will support the process hence failing to respond to her emails. Support for the change also declines due to failure to include personnel in the planning of change. In the organization alignment model, it recognizes that the personnel are a significant part of the four elements of an organization, namely, people, work...
Words: 1530 - Pages: 7
...Running Head: CHANGE MANAGEMENT Proposed Change Program for AVIVA [Name of the Writer] [Name of the Institution] Table of Contents Introduction 2 Discussion 2 Leading and managing change 2 Challenges and problem of managing and leading change at Aviva 3 Change strategy for Aviva 4 Change interventions for Aviva 6 Enabling continuous change 7 Change program limitations 8 Conclusion 9 References 9 Proposed Change Program for AVIVA Introduction This assignment aims to analyze the challenges and problems which are being faced by renowned insurance company Aviva following the decision of downsizing due to moving several hundred jobs to India as a outsourcing strategy to remain competitive in the market. The company is facing difficulties while implementing change management programs in their organization. In this assignment, change strategy will be proposed relevant to the problems company is facing and specific interventions would be introduced during the process of change. Moreover, suggestions will be given on sustaining the change for a longer period of time while defining the limitations of the change program. Discussion Leading and managing change Organization change is important for the strategic growth of the organization however, it is always met with employees’ resistance. The repercussion of this resistance put up by employees can be drastic and cause serious disturbance in the organization. It is important for the organization to study...
Words: 2772 - Pages: 12
...workplace, change is always taking place and often at a very quick pace. Change has become an integral part of the everyday dynamics of the workplace. Any workplace risks the chances of being forgotten, left behind, driven out of business by competitors, or face possible closure if they are not willing to make the necessary changes (Adenle, 2014). However, workplaces that do implement changes, no matter how major or minor, well designed, prepared, or planned they may be, there will always be employees that will be resistant to change (Adenle, 2014). There are many different reasons why employees are resistant to change in the workplace. One of the major reasons why employees often resist change in the workplace is because of mistrust, poor timing,...
Words: 823 - Pages: 4
...Organizational Behaviour Organizational Behaviour - Change Organizational Behaviour – Change Introduction Change affects us all in different ways. The reality today is that managing change and coping with change is a never-ending process that can be complex and stressful. Constant change is commonplace in the modern workplace. Specific factors driving change include changes in the work itself, structural and organizational design alterations, shift to the global economy, and increased diversity. There is often resistance to change in organizations. This is usually traced to some combination of individual, group, or organizational characteristics, including the design structure of the organization, changing systems and programs, changing organizational policies, and the organizational culture. Organizations need to remain compatible with their external environments. However, the environments in which organizations operate are constantly changing, so they must recognize the shifts and respond accordingly in order to survive and remain effective. Successful organizations monitor their environment and take appropriate steps to maintain a compatibility with the new external conditions. Given the increasing amount of change that organizations experience, it is critical that all employees learn strategies to manage change and cope with change. Rather than resisting change, employees and successful organizations embrace change as an integral part of organizational life. ...
Words: 2897 - Pages: 12
...Managers as facilitators of change When faced with the prospect of change, the biggest fear employees will have is that of the unknown, especially if the change is perceived to threaten their jobs and personal economic security. This insecurity is often fed by rumors, as well as the impact that change has had on other companies, industries, and the economy. Fears are heightened with the widespread dissemination of information through television, newspapers, the Internet and other media outlets. The role of the manager is to lead by being an agent and facilitator of change. This is underscored by their personal vision of the future. As agents and facilitators of change, managers must understand that they will need to handle their employees’ fears and apprehensions regarding future changes potentially affecting their jobs and personal security. Individuals create their own “comfort zones,” or established patterns and habits they are comfortable with. Change threatens these comfort zones and immediately places individuals in defensive modes as they attempt to defend their own personal “turfs.” It is important for managers who lead to recognize employees’ responses to change and show them that circumstances outside of their control make change inevitable. They must share and communicate information that employees can understand and react to in a way that gets them actively participating in the organizational transformation brought about by the forces of change. This means managers must...
Words: 998 - Pages: 4
...Change Management and Communication Plan Riordan Manufacturing is a very large company. Because of this, Riordan is made up formal and informal power structures. Companies typically have an organizational chart that lists the relationship and ranks of positions within the company. Formal power may refer to position on the corporate ladder, corporate structure or even job function. The most powerful person in your department is not necessarily your manager. Informal power in an organization refers to the ability to lead, direct or achieve without an official leadership title. The power and political structure of the organization does affect employee behavior.Interaction between various levels of hierarchy requires employees to leverage their power and political influence with others in the organization to reach goals or desired outcomes and behaviors. The characteristics of Riordan Manufacturing’s culture are the following: * Strong Leadership – the people that are in leadership positions have a positive attitude and strive toward passing this attitude on to their employees. * Good Communication – communication is vital in any type of relationship whether it be Supervisor to Employee or President to the entire company. * Respectable – there should always be respect between the superiors, the employees, the customers, and anyone that individuals come into contact with. As a company, there should be a sense of togetherness no matter what department people...
Words: 1210 - Pages: 5
...Roles of Managers and Individuals Paper Tod M. Stewart MGT/426 - Managing Change in the Workplace August 26, 2013 Dr. George R. Monk, PhD Roles of Managers and Individuals Paper Change is inevitable. Change brings rebirth, renewal, an opportunity to redefine and refocus on how individuals and organizations interact within its environment. Change management seeks the acceptance and adoption of new creative and innovative ways of performing their duties. Change can come in the form of a systems, procedures, policies, or structures. The important focus in organizational change is in the behaviors and results-based production of its employees. Value is delivered to the organization when individual employees take ownership and initiative to engage themselves in the change process. The organizational roles involved in the change process, from executive level managers to front-line supervisors, all have a stake in the direction and ease of change transition. This paper will examine the roles of managers, change agents used, and management’s role in combating resistance, and championing change. Roles of Managers Leadership in change is an important element which will direct the workflow and communication during change. Like cogs in a machine, each independent role works together to perform its individual expectations based on its focus in the change project. The key management roles in the change process include but are not limited to executives and senior-level management,...
Words: 1262 - Pages: 6
...belong. This structure will also prevent duplication of work. Employee behavior should increase because those who crave work within their expertise will be given that opportunity. It is a chance to do something they thrive in. The only negative effect will be those that have worked in the field for so long may need to take a back seat for a while until the bureaucracy has proved efficient. Riordan is an organization that strives for excellence. They do so by recognizing and accommodating diversity and culture. Among the top priorities, Riordan values fairness, teamwork, and innovation. Management works hard to make their employees feel valued but in return expects that employees will work hard and work well together to accomplish all goals. When implementing change, however, many companies’ employees do not handle change well and, therefore, can...
Words: 1287 - Pages: 6
