##plugins.themes.bootstrap3.article.main##

Organizations need to change due to challenges they are facing caused by the dynamic environment where they operate. Also, organizations undertake changes because they have new ideas to improve their performance. So, organizational changes are imposed by factors of external or internal environment. The aim of every change is to improve organizational performance by increasing its effectiveness. Sometimes, changes are proposed during crises time. In crisis’s situation, organizations need to cut their costs, and the most common change is reducing staff.

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.

Downloads

Download data is not yet available.

References

  1. REFERENCES
     Google Scholar
  2. 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.
     Google Scholar
  3. Beer, M. and Nohria, N.,2000, Cracking the code of change. Harvard Business Review, 78, no.3.
     Google Scholar
  4. 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.
     Google Scholar
  5. Davis, W. D., & Gardner, W. L. (2004). Perceptions of politics and organizational cynicism: An attributional and leader-member exchange perspective. Leadership Quarterly, 15(4).
     Google Scholar
  6. George, J. M. & Jones, G. R. (2001). Towards a process model of individual change in organizations. Human Relations, 54, 419- 444.
     Google Scholar
  7. Kiefer, T. (2005). Feeling bad: Antecedents consequences of negative emotions in ongoing change. Journal of Organizational Behavior, 26, 875-89.
     Google Scholar
  8. Kotter, J. P., & Schlesinger, L. A. (1979) Choosing strategies for change. Harvard Business Review, 57, 106-114.
     Google Scholar
  9. Lawrence, P.R. (1954) “How to Deal with Resistance to Change”, Harvard Business Review, (May/June), pp. 49-57.
     Google Scholar
  10. 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.
     Google Scholar
  11. 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.
     Google Scholar
  12. 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.
     Google Scholar
  13. Strebel, P. (1994) “Choosing the right change path”, California Management Review, 36 (2), pp. 29-51.
     Google Scholar
  14. Waddell, D. and Sohal, A. S. (1998) “Resistance: a constructive tool for change management”, Management Decision, 36 (8), pp. 543-548.
     Google Scholar