scholarly journals An exploration of the perceived relationship between the level of power of stakeholder groups and their resistance to organisational change

2019 ◽  
Vol 40 (2) ◽  
pp. 99-117
Author(s):  
Adrian Van Eeden ◽  
Margie Sutherland ◽  
Caren B Scheepers
Keyword(s):  
Resistance To Change ◽  
Change Agents ◽  
Organisational Change ◽  
Human Resource Managers ◽  
Senior Managers ◽  
Face To Face ◽  
Stakeholder Groups ◽  
Resource Managers ◽  
Power And Resistance ◽  
The Impact

The success of organisational change processes can be significantly enhanced by effectively addressing resistance to change among a range of stakeholders as well as the impact of their resistance. There is, however, limited research on the relationship between stakeholders’ level of power and their propensity to resist change in a certain manner. This study therefore explored the interrelationships between stakeholders’ perceived level of power and their type of resistance, via face-to-face, in-depth interviews with fifteen professional change agents from three sample groups comprising change consultants, internal human resource managers and internal senior managers, all of whom had led change interventions. The findings revealed surprising trends in that certain stakeholder groups showed resistance more actively and overtly than others in direct proportion to their levels of power. These results culminated in a conceptual framework on stakeholders, power and resistance. This article highlights important implications for managers and change practitioners.

scholarly journals Resistance to change during uncertainty-perspective of covid-19: An empirical investigation into resistance management in the healthcare organizations

2021 ◽  
Vol 22 (2) ◽  
pp. 5-20
Author(s):  
Ali Ahmad ◽  
◽  
Dababrata Chowdhury ◽  
Keyword(s):  
Research Study ◽  
Resistance To Change ◽  
Resistance Management ◽  
Computer Software ◽  
Human Resource Managers ◽  
Structured Interviews ◽  
Healthcare Organizations ◽  
Line Managers ◽  
Top Executives ◽  
Resource Managers

Resistance to change is widely recognized as the main reason forfailure whenit comes to any kind of change initiative. Despite its importance, there is still rather limited knowledge concerning the factors that trigger this behaviorinthe workplace. The primary purpose of this research study is to uncover the reason behind the resistance to change during uncertainty (perspective of covid-19). A mixed methodologyapproach was used in this research study to identify the factors that facilitate resistance management in healthcare organizations in Bangladesh. Data collection was semi-structured interviews with purposive sampling to select respondents which included top executives, human resource managers, CEOs,and line managers. To create themes and sub-themes computer software NVIVO has been used and 10 total interviews were recorded by the software. Clustered probability sampling method has been carried out for the questionnaire survey and analyzedthe data with computer software SPSS. The results show that effective communication reduces the intensity of resistance in healthcare organizations.The study also revealed that resistance to change often helps to explore alternative perspectives

Understanding the Use of Social Media for Employer Branding

2015 ◽  
pp. 46-72
Author(s):  
Maxim Viktor Wolf ◽  
Julian Mark Sims ◽  
Huadong Yang
Keyword(s):  
Social Media ◽  
Human Resource ◽  
Human Resource Managers ◽  
Employer Branding ◽  
System A ◽  
Resource Managers ◽  
Employer Brand ◽  
Communication Flow ◽  
Use Of Social Media ◽  
The Impact

Employer branding applies marketing tools to promote an organisation as an employer to current and potential employees. The importance of strategic alignment between parts of the business has been highlighted in literature: marketing and human resource activities are no exception. On the contrary, the alignment of customer brand and employer brand is equally important to marketers and human resource managers. This chapter frames the creation and communication of the employer brand as a “strong communication system”. A framework for assessment of the system's strength is introduced and a practical application of this framework is demonstrated in two case studies. The conflict between the traditional top-down one-way marketing communication flow and bottom-up bi-directional communication on social media is highlighted and the impact of this apparent conflict on the system strength is discussed. Social media appears to change the way in which employer brand is created, communicated and perceived and this chapter aims in aiding the understating of this changes.

Diversity and Equality Management System and Perceived Organisational Performance: A Mediating Role of Organisational Citizenship Behaviour

2020 ◽  
pp. 227853372096351
Author(s):  
Bignya Patnaik ◽  
Mahendra Kumar Shukla
Keyword(s):  
Management System ◽  
Human Resource Managers ◽  
Organisational Performance ◽  
Online Questionnaire ◽  
It Industry ◽  
Cross Sectional ◽  
Mediating Role ◽  
Resource Managers ◽  
The Impact

A structured diversity and equality management system (DEMS) contributes to the smooth and peaceful functioning of organisations. The review of literature shows that the impact of DEMS on organisational performance and growth is found to be positive in Western countries. However, there appears to be a lack of research on the role of DEMS in Indian organisations, especially in the IT industry. This study makes an attempt to assess the impact of DEMS on perceived organisational performance and organisational citizenship behaviour (OCB) and empirically validate the mediating role of OCB in Indian IT firms. This study used descriptive research design, and the nature of research questions mandated the primary cross-sectional data collection method. The online questionnaire was e-mailed to human resource managers as well as executives of IT firms in India. Responses of 220 respondents were analysed to test the hypotheses of the research using CB-SEM. The results confirm a mediating role of OCB on the linkage between DEMS and perceived organisational performance. Findings suggest that organisations should promote OCB as it contributes significantly in establishing a positive, committed and conflict-free work environment.

Organizational culture: does it influence the way a company deals with CSR?

2019 ◽  
Vol 33 (2) ◽  
pp. 1-3
Author(s):  
Sandra Castro-González ◽  
Belén Bande
Keyword(s):  
Design Methodology ◽  
Added Value ◽  
Human Resource Managers ◽  
Content Type ◽  
Resource Managers ◽  
New Perspective ◽  
Corporate Social ◽  
The Impact ◽  
A Company ◽  
Do So

PurposeThis paper aims to show how managers model culture for employees to promote corporate social responsibility (CSR) practices.Design/methodology/approachThe proposal begins by highlighting the importance of culture for CSR implementation and then explains the impact of culture on employees.FindingsCurrently, many companies carry out activities under the CSR umbrella, but they may do so without considering whether their company’s context is ideal for such initiatives. They may also not consider the types of employees composing the workforce or their disposition toward CSR. In these circumstances, organizations may miss out on the added value of CSR practices.Originality/valueThe important influence of CSR practices on employees’ attitudes and behaviors at work requires organizations to implement these types of actions. Therefore, the contextual factors that are most likely to aid in developing and maintaining these practices must be acknowledged. This paper seeks to offer a new perspective to managers and human resource managers regarding the implementation of CSR activities.

scholarly journals Towards a Theoretical Framework for the Allocation of Resources to African Air Transport

2020 ◽  
pp. 349-362
Author(s):  
Guy Leitch ◽  
Joel Chigada
Keyword(s):  
Airline Industry ◽  
Study Data ◽  
Tourism Industry ◽  
Air Transport ◽  
Allocation Of Resources ◽  
Senior Managers ◽  
Face To Face ◽  
Connectivity Model ◽  
Gravity Model Of Trade ◽  
The Impact

Tourism is essential to Africa’s economic growth, yet it is constrained by the limitations of the airline industry. The African airline industry faces challenges which inhibit its ability to provide the level of air transport connectivity demanded to fully realise the potential of tourism, into and within, Africa. This study proposes a synoptic model which will enable the impact of the African airline industry’s challenges to be assessed in terms of their effect on the tourism industry. This then lays the groundwork for a remediation strategy. In this qualitative study, data was collected through C-Suite face-to-face interviews with purposively selected senior managers in the airline industry. The study revealed the key challenges facing the African airline industry and proposed a conceptual model to enable informed decisions for improving airline connectivity. The major contribution of the study is the development of a proposed African Air connectivity Model which quantifies a connectivity measure as a proxy for distance in the gravity model of trade.

Developing the Practice of Online Leadership

2018 ◽  
pp. 235-255
Author(s):  
Bonnie Cheuk ◽  
Jane McKenzie
Keyword(s):  
Leadership Style ◽  
Change Agents ◽  
Leadership Theory ◽  
Recent Experience ◽  
Development Programs ◽  
Senior Managers ◽  
Face To Face ◽  
Online Leadership ◽  
Experimental Process ◽  
Enterprise Transformation

Online leadership largely develops through practice: taking the first steps into what seems a relatively uncontrollable environment is scary. Learning to adapt one's leadership style to suit conditions in the online world is an experimental process that benefits from coaching and guidance from experienced online leaders. This chapter distils 10 years of recent experience the first author gained helping senior managers develop an influential online presence at the same time as implementing digital strategies in three organizations. It starts with a brief review of face-to-face leadership theory, which most leaders encounter in traditional development programs, identifies how online practice differs, explores the phases of a typical leader's journey from conscious incompetence to conscious competence online, and highlights practical interventions that both develop capability and diffuse change organization wide. It concludes with a summary of useful characteristics for change agents supporting the enterprise transformation, which is usually the aim of a move to online working.

Understanding the Use of Social Media for Employer Branding

2017 ◽  
pp. 1708-1736 ◽  
Author(s):  
Maxim Viktor Wolf ◽  
Julian Mark Sims ◽  
Huadong Yang
Keyword(s):  
Social Media ◽  
Human Resource ◽  
Human Resource Managers ◽  
Employer Branding ◽  
System A ◽  
Resource Managers ◽  
Employer Brand ◽  
Communication Flow ◽  
Use Of Social Media ◽  
The Impact

Employer branding applies marketing tools to promote an organisation as an employer to current and potential employees. The importance of strategic alignment between parts of the business has been highlighted in literature: marketing and human resource activities are no exception. On the contrary, the alignment of customer brand and employer brand is equally important to marketers and human resource managers. This chapter frames the creation and communication of the employer brand as a “strong communication system”. A framework for assessment of the system's strength is introduced and a practical application of this framework is demonstrated in two case studies. The conflict between the traditional top-down one-way marketing communication flow and bottom-up bi-directional communication on social media is highlighted and the impact of this apparent conflict on the system strength is discussed. Social media appears to change the way in which employer brand is created, communicated and perceived and this chapter aims in aiding the understating of this changes.

Getting nowhere, going elsewhere: the impact of perceived career compromises on turnover intentions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq
Keyword(s):  
Human Resource ◽  
Turnover Intentions ◽  
Human Resource Managers ◽  
Personal Factors ◽  
Content Type ◽  
Career Compromise ◽  
Resource Managers ◽  
Conditional Effects ◽  
The Individual ◽  
The Impact

PurposeThe purpose of this article is to investigate the unexplored relationship between employees' perceptions that they have made compromises in their careers (i.e. perceived career compromise) and their turnover intentions, as well as how it might be moderated by two personal factors (materialism and idealism) and two contextual factors (abusive supervision and decision autonomy).Design/methodology/approachSurvey data were collected among employees who work in the education sector in Canada.FindingsEmployees' frustrations about unwanted career adjustments lead to an enhanced desire to leave their organization. This process is more likely among employees who are materialistic and suffer from verbally abusive leaders, but it is less likely among those who are idealistic and have more decision autonomy.Practical implicationsFor human resource managers, these results provide novel insights into the individual and contextual circumstances in which frustrations about having to compromise career goals may escalate into the risk that valuable employees quit.Originality/valueThis study contributes to human resource management research by detailing the conditional effects of a hitherto overlooked determinant of employees' turnover intentions, namely, their beliefs about a discrepancy between their current career situation and their personal aspirations.

KEBERHASILAN MELAKUKAN PERUBAHAN MELALUI ADKAR MODEL

2013 ◽  
Vol 7 (1) ◽  
pp. 36
Author(s):  
Elsye Tandelilin
Keyword(s):  
Business Model ◽  
Resistance To Change ◽  
Change Agent ◽  
Change Agents ◽  
Management Model ◽  
Individual Group ◽  
Physical Setting ◽  
Degree Of Stability ◽  
The Impact ◽  
A Company

More and more organizations today face a dymanic and changing environment. This, in turn, is requiring these organizations to adapt. “change or die” is the rallying cry among today’s managers worldwide. There are many forces that are acting as stimulants for change such as socio-cultural, technological, economic and political. But the question is “what can a change agent change? The options esse ntially fall in four categories: structure, physical setting, technology and people. The application of planned changed is not a simple way and sometimes create many resistances for many reasons. Resistance is not always a negative perspective.  The member’s resistance can be positive perspectives because it provides a degree of stability and predictability to behavior.There are many tactics have been suggested for use by change agents in dealing with resistance to change. One of the best suggestions is ADKAR MODEL (Awareness, Desire, Knowledge, Ability and Reinforcement) The advantages of this model are ability to identified why the change is not running well and suggestions to handle it, ability to identify the changing of many levels (individual, group, inter -group and organization) and the impact of change relatively permanent. The optimal results can be reached if every st ep in this model is running well and fully supported by all management teams (in system and financial). Avnet is a great example of how a company can apply ADKAR Change Management Model successfully and make it permanently embedded into the organizational operations and business model.

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