Describe about the reasons people resist change, types of resistance to change and determine the impact of employee resistance to change.
As per the experience of Furst & Cable (2008), employee resistance to change is a normal and natural reaction in an organisation.
In a similar way, the XYZ Company is preparing to implement a new change within the workplace.
It has been observed that the management of the firm is introducing new operating unit in the international market.
For this specific reason, the organisation is going to open a new shift time that is evening or night shift for a few couple of months.
The employees who are currently in the general shift would ask to change the office timings from general shift to evening/night shift. In this similar context Research et al. (2013), stated that the workplace flexibility is hampered for the sudden change in procedural decision. It has been observed that the majority of the female employees worked in the general shift timings in the organisation, XYZ Company. Thus, the female employees are not comfortable with the current state. The personal life and security issues have been raised from the employee side, and the management of the XYZ is completely incapable to mitigate the issue. In this present situation, Chreim (2006) mentioned that resistance to change from the employees is one of the greatest hindrances to the success of the change management. The ineffective change management sponsorship from the leaders of the XYZ reflects the insignificant change management resourcing.
Poor communication and lack of employee engagement program of the management of XYZ company creates one of the major crucial reasons of employee resist change.
The middle management of the firm did not communicate the entire change process regarding the change of office hours is the prime reason for employee resistance.
According to the opinion of Furst & Cable (2008), if the management did not convey the requirement of change and the process of change the, the employee resistance is expected.
Thus, it is essential to aware the employee for the renovated process, which is going to take place within the organisation.
On the other hand, Beerel (2009) stated that trust is the other biggest factor to execute a successful business operation. In order to achieve a better possible outcome from the employee’s side regarding the change process preserving the trust, factor is essential. Furthermore, timing is one of the foremost difficulties when it comes to change. Thus, delivering the notice within proper time is quite necessary to reduce the employee resistance issue. Hence, the management of XYZ Company has to create an environment for the safety of the employees who would ultimately go to support the organisation.
Logical and rational
Considering the opinion of Sharma (2011), these resistances are the outcomes of disagreement with the rational facts, logic-science, rational reasoning. In the case of XYZ, the accrual time and effort is highly essential to adjust to the change process. Both the employees and the management would need to understand the job duties equally when to change process has occurred. In the opinion of Holbeche & Matthews (2012), it is the management’s responsibility to make the employee aware that the change process is beneficial for the employees. The logical resistance to include the following:
Psychological and emotional
This is one type of resistance that is typically based on he factor of emotion and attitude. As per the opinion of Research et al. (2013), the psychological and emotional resistance is internally logical from the perspective of the employee attitudes and feelings regarding the upcoming change process. It has been speculated that, in this phase, employee fear, lack of trust towards the organisation, insecurity feeling and the other ego factors are endangered. The management could not find any viable justification for the respective issues and fails to deal with that situation. The Psychological or emotional resistance includes the following:
Sociological resistance
Considering the view of Sharma (2011), the sociological resistance is quite logical in some cases. The social values are the most robust environment for XYZ to uphold the goods relationship status with the clients, employees and the other business entities. The sociological resistance consists of the following:
The changes are identified as the inevitable part of the business, which is initiated to transform the existing module of the business. According to Beerel (2009), the transparent communication nature of the business often facilitates the management to receive the support of the employees in the change process. The employees get accustomed to the existing operational process of the business. Thus, the reluctant attitude arrives automatically during the tenure of change initiation process. The employee resistance to the change majorly creates the adversity impact. The adversities as defined below:
Reduction in the efficacy rate
Cole et al. (2006) specified that the moment employees waste the productive on resisting the changes taking place within the workplace.
the focus drives away from the professional roles and responsibilities. This tends to a limit the level of efficacy and the output among workers, which can hamper the firm’s bottom line.
Moreover, a condensed level of expertise might shift directly in the face of the purpose for the alterations in the initial place. The reluctant attitude limits the scope of witnessing the effective and productive outcome of the company.
Disruptive working environment
The staffs resisting changes might often cause the commotions with sudden outbursts with regards to the changes.
The specific attitude often leads the employees to present a combative attitude before the management.
Bednar & Green (2011) identified that in the majority of the cases the employee stick to the existing brands, but the impulsive reaction during the change process often limit the scope of professional growth within the organisation.
Thus, the impulsive reaction often leads to increase the work life frustration, which leads to creative a disruptive working environment within the organisation.
In the present scenario, the resistance is raised by the women workers. However, the previous researchers reflect that the organisation switching rate amongst the female employees is less. Therefore, the impulsive reaction often turns up the adverse side of the organisation, which often increases the scope of humiliation within the work culture.
Less scope for improvement
The moment the staffs resist for the change in the workplace, the morals degrade. This creates an adversarial impact on the propensity growth rate.
According to Ball & Garcia-Lorenzo (2013), the employees remain less optimistic within the workplace, which directly reflects on the overall performance of the organisation.
Considering the present scenario, the employers have provided the assurance of reintroducing the previous work culture after the tenure of 6 months.
However, the reluctant nature of the employees often degrades the performance criteria of the organisation (Suwaryo et al. 2016). Amongst the other negative properties of resistance to change, lowered morale can easily spread amongst the entire staff, which can, in turn, create issues for both the recruiting and retention criteria.
Kurt Lewin has made the evaluation of the particular model by three three characteristics
Stage 1: Unfreeze
In the initial stage, the employees are required being informed regarding the change process that would be implemented in the future. The specific action would help the management to understand the body language of the employees on the change action. Based on which, the management can take sufficient time and methods to convert the negative attitude of the employees into positive (Anderson & Anderson, 2009). Thus, the management of XYZ enterprise needs to inform the female workers regarding the changing initiation. Moreover, the identification of effective methods to change the reluctant attitude of the female employees would be necessitated. The transparent communication would help both the management and the employees to take preparation for the change process.
Stage 2: Change
The second stage is the change process, where the change initiation is already implemented. The early information would assist the management to provide sufficient time to its internal members to understand the methods of the change process (Cole et al. 2006). Moreover, effective training programs need to be introduced to increase the engagement of the employees with the change management process. With the support of the training process, the employees would develop the interest regarding the new operational measures. This would facilitate the management to utilise the resources as per its depicted plan and accomplish its targeted objectives for which the change is implemented.
Stage 3: Freezing
The freezing stage encourages the employees to get ready for the change process and participate efficiently within it. Cole et al. (2006) identified that in the freezing stage the reluctant attitude of the employees reduces entirely. Herein, the employees align the individual professional requirement with the organisational objectives.
References:
Anderson, D. L., & Anderson, C. (2009). Organization development: The process of leading organizational change. Thousand Oaks: SAGE Publications.
Ball, D., & Garcia-Lorenzo, L. (2013). A very personal process. Change Management: An International Journal, 12(1), 1–16.
Bednar, P. M., & Green, G. M. (2011). Same business same system? A critique of organization and the information systems process. Journal of Organisational Transformation & Social Change, 8(2), 199–213.
Beerel, A. C. (2009). Leadership and change management (Hardback). Los Angeles: Sage Publications Ltd, United Kingdom.
Chreim, S. (2006). Managerial frames and institutional discourses of change: Employee appropriation and resistance. Organization Studies, 27(9), 1261–1287.
Cole, M. S., Harris, S. G., & Bernerth, J. B. (2006). Exploring the implications of vision, appropriateness, and execution of organizational change. Leadership & Organization Development Journal, 27(5), 352–367.
Furst, S. A., & Cable, D. M. (2008). Employee resistance to organizational change: Managerial influence tactics and leader-member exchange. Journal of Applied Psychology, 93(2), 453–462.
Holbeche, L., & Matthews, G. J. (2012). Engaged: Unleashing your organization’s potential through employee engagement. San Francisco, CA: John Wiley & Sons.
Research, D. of, Central, R., & London (2013). Practice as research in the arts: Principles, protocols, pedagogies, resistances. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.
Sharma, D. (2011). Resistance to human resource information systems (HRIS) – problem recognition, diagnosis and positive intervention: A study on employee behavior and change management. Indian Journal of Applied Research, 3(1), 99–104.
Suwaryo, J., Daryanto, H. K. K., & Maulana, A. (2016). Organizational culture change and itseffect on change readiness through organizational commitment. Bisnis & Birokrasi Journal, 22(1), 124–126.
Van Dijk, R., & van Dick, R. (2009). Navigating organizational change: Change leaders, employee resistance and work-based identities. Journal of Change Management, 9(2), 143–163.
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