scholarly journals Take precautions: Impact of informal information before organizational change on employee resistance to change

2019 ◽  
Vol 51 (2) ◽  
pp. 248
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Employee Resistance ◽  
Informal Information

Resistance to Organizational Change in Academia

2021 ◽  
pp. 1451-1471
Author(s):  
Devi Akella ◽  
Grace Khoury
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Change Agents ◽  
Assessment Process ◽  
Evidence Based ◽  
Self Assessment ◽  
College Planning ◽  
Program Accreditation ◽  
Employee Resistance

Resistance to change happens to be a phenomenon in which both the change agents and change recipients are equally responsible for all forms of resistance. Resistance and its various forms are an outcome of the change agents' observations and their interpretations of the conversations, behavior, and reactions of the change recipients. This chapter uses auto-ethnographic reflexive narratives of two change agents involved in the self-assessment process at a college planning to seek US-based business program accreditation to make sense of the change process. The purpose of this chapter is to emphasize the under-reflected role of the change agents and how they influence and affect the behavior of change recipients and thereby contribute towards employee resistance. The chapter also emphasizes the crucial role of reflection and introspection in the sensemaking activities of the change agents in the entire change initiative and thereby adds evidence-based organizational change and development initiatives in an academic setting where research is limited.

scholarly journals The Role of Psychological Empowerment and Organizational Citizenship Behaviors on Employee Resistance to Change

2017 ◽  
Vol 3 (2) ◽  
pp. 85
Author(s):  
Asli Goksoy
Keyword(s):  
Organizational Change ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Psychological Empowerment ◽  
Resistance To Change ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Business World ◽  
Employee Resistance ◽  
The Impact

In today’s competitive business world, change is inevitable for organizations. During an organizational change, the toughest challenge of organizational leaders is to manage employee resistance to change. It is well established in literature that employee resistance is one of the leading causes for the failure of organizational change efforts. The purpose of this paper is to explore the impact of psychological empowerment and organizational citizenship behaviors on employee resistance to change. It also investigates if psychological empowerment can be used as a human resource management strategy during a planned change in order to increase commitment to change. The study took place in Turkey in a private company which went under a strategic organizational change recently. Survey collection from employees and interviews with two human resource managers were the main tools in collecting information. The results from 85 respondents showed that both psychological empowerment and organizational citizenship behaviors have significant negative influence on employee resistance to change. The interview results showed that through psychological empowerment, employees were more involved in change process, took active role in decision making and were more committed to the change. The implications of the study can be used by organizational change practitioners to maintain employees’ positive reactions to change by considering psychological empowerment and organizational citizenship behaviors as a tool to lower the level of resistance.

Resistance to Organizational Change in Academia

2019 ◽  
pp. 361-381
Author(s):  
Devi Akella ◽  
Grace Khoury
Keyword(s):  
Organizational Change ◽  
Resistance To Change ◽  
Change Agents ◽  
Assessment Process ◽  
Evidence Based ◽  
Self Assessment ◽  
College Planning ◽  
Program Accreditation ◽  
Employee Resistance

Resistance to change happens to be a phenomenon in which both the change agents and change recipients are equally responsible for all forms of resistance. Resistance and its various forms are an outcome of the change agents' observations and their interpretations of the conversations, behavior, and reactions of the change recipients. This chapter uses auto-ethnographic reflexive narratives of two change agents involved in the self-assessment process at a college planning to seek US-based business program accreditation to make sense of the change process. The purpose of this chapter is to emphasize the under-reflected role of the change agents and how they influence and affect the behavior of change recipients and thereby contribute towards employee resistance. The chapter also emphasizes the crucial role of reflection and introspection in the sensemaking activities of the change agents in the entire change initiative and thereby adds evidence-based organizational change and development initiatives in an academic setting where research is limited.

scholarly journals The Role of Psychological Empowerment and Organizational Citizenship Behaviors on Employee Resistance to Change

2017 ◽  
Vol 7 (2) ◽  
pp. 85
Author(s):  
Asli Goksoy
Keyword(s):  
Organizational Change ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Psychological Empowerment ◽  
Resistance To Change ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Business World ◽  
Employee Resistance ◽  
The Impact

In today’s competitive business world, change is inevitable for organizations. During an organizational change, the toughest challenge of organizational leaders is to manage employee resistance to change. It is well established in literature that employee resistance is one of the leading causes for the failure of organizational change efforts. The purpose of this paper is to explore the impact of psychological empowerment and organizational citizenship behaviors on employee resistance to change. It also investigates if psychological empowerment can be used as a human resource management strategy during a planned change in order to increase commitment to change. The study took place in Turkey in a private company which went under a strategic organizational change recently. Survey collection from employees and interviews with two human resource managers were the main tools in collecting information. The results from 85 respondents showed that both psychological empowerment and organizational citizenship behaviors have significant negative influence on employee resistance to change. The interview results showed that through psychological empowerment, employees were more involved in change process, took active role in decision making and were more committed to the change. The implications of the study can be used by organizational change practitioners to maintain employees’ positive reactions to change by considering psychological empowerment and organizational citizenship behaviors as a tool to lower the level of resistance.

Making Your Agency Outcome Informed: A Guide to Overcoming Human Resistance to Change

2008 ◽  
Vol 89 (1) ◽  
pp. 9-18
Author(s):  
Joseph Yeager ◽  
Michael L. Saggese
Keyword(s):  
Mental Health ◽  
Organizational Change ◽  
Resistance To Change ◽  
Third Party ◽  
Regulatory Agencies ◽  
Mental Health Providers ◽  
Health Providers ◽  
Simple Process ◽  
Delivery Of Services ◽  
Third Party Payers

Organizational change for mental health providers is becoming the rule rather than the exception as outside forces such as regulatory agencies and third-party payers exert increasing influence on the delivery of services. The pressure to adapt to shrinking budgets combined with demands for more effective services often puts many provider agencies on the defensive. In short, agencies must be able to demonstrate that they are, in fact, succeeding at cutting cost, increasing revenues, and improving effectiveness simultaneously. However, implementing organizational change is fraught with many challenges, not the least of which is the natural human resistance to change. This study provides a clear and simple process for identifying the most common reasons for the inevitable human resistance to change and suggests a strategy for overcoming that resistance to bring about successful organizational objectives.

Resistance

2011 ◽  
pp. 70-83
Author(s):  
Dianne Waddell
Keyword(s):  
Information Technology ◽  
Change Management ◽  
Technological Innovation ◽  
Enterprise Resource Planning ◽  
Complex Dynamics ◽  
Resistance To Change ◽  
Resource Planning ◽  
It Investments ◽  
Employee Resistance ◽  
Management Techniques

Resistance to change has long been recognised as a critically important factor that can influence the success or otherwise of implementing any technological innovation. Information technology (IT) focused interventions, for example, business process re-engineering (BPR) and enterprise resource planning (ERP), are often quoted as examples of costly failures, with reported levels of dissatisfaction with strategic IT investments ranging from 20-70 percent and that employee resistance was to blame. The intention of this chapter is to rethink resistance. The author suggests that resistance remains to this day a complex, multi-faceted phenomenon that continues to affect the outcomes of change, both negatively and positively. Although research has procured a solid understanding of resistance and the benefits that can accrue to an organisation through its proper utilisation, it appears that the classical adversarial approach remains the dominant means of managing resistance because such learning is not reflected in modern management techniques. The author concludes that as companies in every industry are now translating the power and possibilities of e-business into strategic and operational realities, new approaches in change management are required to help organisations to understand the complex dynamics of technological innovation and especially the multifaceted nature of resistance.

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