In every situation, change is something new for employees. Change affect employees because they are going to implement it. They can show positive attitude/behavior (readiness to change) or negative attitude/behavior (resistance to change) to proposed change. When employees show positive attitude, they agree on change and they are motivated to implement it. On the other hand, negative attitudes reflect that employees do not agree to organizational change. They are not motivated to involve in organizational change and sometimes they refuse it. Change managers are interested to have employees which are motivated and opened to change because this can lead to a successful change management process. On the other side, resistance to change can lead to the failure of change, because resistance may create costs and delays into change management process.
This paper will explain which factors impose organizations to undertake changes time to time. Also, it will analyze how employees behave during organizational change. The aim of this paper is to explain why employees resist to organizational change and how can change managers reduce employees resistance.
Bartunek, J. M., Rousseau, D.M., Rudolph, J. M. & DePalma, J. A. (2006). On the receiving end: Sensemaking, emotion and assessment of an organizational change initiated by others. The Journal of Applied Behavioral Science, 42, 182-206.
Beer, M. and Nohria, N.,2000, Cracking the code of change. Harvard Business Review, 78, no.3.
Chawla, A. & Kelloway, E. K. 2004, "Predicting openness and com-mitment to change", Leadership & Organization Development Jour-nal, vol. 25, no. 5/6, pp. 485.
Davis, W. D., & Gardner, W. L. (2004). Perceptions of politics and organizational cynicism: An attributional and leader-member exchange perspective. Leadership Quarterly, 15(4).
George, J. M. & Jones, G. R. (2001). Towards a process model of individual change in organizations. Human Relations, 54, 419- 444.
Kiefer, T. (2005). Feeling bad: Antecedents consequences of negative emotions in ongoing change. Journal of Organizational Behavior, 26, 875-89.
Kotter, J. P., & Schlesinger, L. A. (1979) Choosing strategies for change. Harvard Business Review, 57, 106-114.
Lawrence, P.R. (1954) “How to Deal with Resistance to Change”, Harvard Business Review, (May/June), pp. 49-57.
Mabin, Victoria J., Forgeson, Steve and Green, Lawrence (2001) Harnessing resistance: using the theory of constraints to assist change management. Journal of European Industrial Training, 25(2/3): 168-191.
Maurer, R. (1996) “Using resistance to build support for change”, The Journal for Quality and Participation, 19 (3), pp. 56-66. May-Jun, 133-141.
Oreg, S. (2003). Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 88(4), 680-693. doi: 10.1037/0021-9010.88.4.680.
Strebel, P. (1994) “Choosing the right change path”, California Management Review, 36 (2), pp. 29-51.
Waddell, D. and Sohal, A. S. (1998) “Resistance: a constructive tool for change management”, Management Decision, 36 (8), pp. 543-548.
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
The names and email addresses entered in this journal site will be used exclusively for the stated purposes of this journal and will not be made available for any other purpose or to any other party.
Submission of the manuscript represents that the manuscript has not been published previously and is not considered for publication elsewhere.