Identify How Employees Resist To Organizational Change Management Essay

position How Employees Resist To Organizational c been Management EssayThe purpose of this composition is to re keep an eye on recently published research to make how employees resist to organisational cargonen and which switch over strategies could be used in order to denigrate employee confrontation to organisational qualifying. In the literature review it is discussed why employees taper unsusceptibility to alteration. Communication and Participation are selected for discussion as pregnant swap strategies after makeing various other salmagundi strategies that can be adopted by the organization to minimize the level of exemption.At the supplant of this seminar paper, the limitations of this mull over are discussed and recommendations are made for future researches.Keywords Organizational Change, Change strategies, Employee Resistance,IntroductionOrganizations today are facing to a greater extent potpourris than ever forwards (Conner, 1992, cited in Wanberg and Bans, 2000). As they strive to more competitive edge, they are reorganizing, downsizing, counsel on incremental converts and radical neuters with the implementation of new technologies. The triumph rate of multifariousness initiatives is dependent on diverse number of obstacles. Among them the principal(prenominal) obstacle to organizational neuter achievement is human opponent. Employees reactions to adjustment are considered critical for the success of substitute effort (Piderit, 2000). Bovey and Hede (2001) cited numerous studies including one of vitamin D Australian organizations indicating opponent as the most common problem approach by worry in implementing form. Despite this claim that it is difficult for the individuals to discern the dislodge that is why they try to resist. Human opposition may be the main hurdle in the success of organizational change. Researchers and practitioners have been operative on employee foeman to organizational change fro m the decades. But they may be defining the phenomenon inconsistently and studying it incompletely. It has been describe that vindication is likely to derive because the change cognitive operation subscribe tos moving form known to unknown (Coghlan, 1993 Steinburg, 1992 Myers and Robbins, 1991 Nadler, 1981, cited in Bovey and Hede, 2001).Each individual resist the change in a contrary manner, it is important to assess how individuals resist changing and why so that private instructor could select an appropriate focal point to overcome bulwark (Kotter and Schlesinger 1979). Much of the organizations strikingness difficulties with employee opponent. Successfully managing resistance is one of the major challenges faced by change initiators and is the more important aspect of change march. Different researcher proposed contrastive change strategies that would facilitate in successfully implementing change process and could likewise be helpful in minimizing employee resist ance to change. Focus of this study is to identify different change strategies and to highlight those change strategies that process major parting in minimizing much of the resistance by the employees.Problem StatementIn support of organizational change practice, this study attempts to answer the question Which change strategies are most helpful in minimizing employee resistance to change?.Scope of conveyMuch of this paper leave cover how employees resist to organizational change and which change strategies are most beneficial in minimizing the employee resistance in the course of change implementation. The goal of this paper is to provide change agents and managers with the theory-based insight to employee resistance to organizational change and practical guidance in dealing and ultimately minimizing employee resistance to organizational change, based on preceding(prenominal) research.Literature ReviewResistance to ChangeChange is be as a move from the present current state to some want future state and a denial to that movement is said to be the resistance. The studies discussed under this subject suggest a comprehensive definition of employee resistance to organizational change. Resistance to change is a concept explaining why efforts to organizational change fall short of expectations and ordinarily fail. The word Resistance is ever considered a negative connotation. Organizational change often incurs two types of responses prescribed or negative, supportive and resistant etc. Resistance is mainly collectible to the fact that gravestone interests of employees get at risk during the change process. The key concerns of the individuals upon the announcement of the change that may affect resistance to change may include threats and benefits of change, personal capabilities to accomplish change (Dennis G. Erwin Andrew N. Garman, 2009).Dianne and Amrik (1998) explained resistance to change has been recognized as an important factor that can influ ence the success or adversity of organizational change effort. Resistance if not properly handled stars towards the failure of the organizational change. So resistance is delimit as the negative employee location with counter-productive behaviors.Resistance among employees airlifts because of the negative feelings they have about the change and these negative feelings countermand because all the data regarding change process is not properly communicated to them by the management themselves, their only source of information is either word of blab out or local newspapers. So because of these sources of information a feeling arise in them that management itself is not very clear about the change and its objectives and as a result this causes them to resist (Tony proctor Ioanna Doukakis 2003).Change StrategiesKotter and Schlesinger (1979) identify six strategies to organizational change much(prenominal) as Education, Participation, Facilitation, Negotiation, enjoyment, and ir resistible impulse. Education inwardness intercommunicate and communicating the desired changes and giving reasons for them. Participation is to involve the potentiality resisters and even employees in designing change plan and implementing change. Facilitation is a process that includes training employees in new skills and giving them emotional support by listening to them. Negotiation is offering incentives to potential resisters. Manipulation means involving the selective use of information and conscious structuring of events. And finally coercion is basically forcing batch to accept change and threatening them.Focus of this study to identify those strategies that play a major role in minimizing employee resistance to change. Out of Kotter and Schlesinger (1979) mentioned strategies, conference and confederation forget be the focal point here. Purpose is to study the role of these two strategies (Communication and fight) in minimizing employee resistance to change. These strategies as factors of change process influence individual attitudes and resistances toward change.CommunicationDifferent researchers defined the concept of change discourse differently. For example, Kotter and Schlesinger (1979) defined communication as informing and communicating the desired changes and giving reasons for them. According to Lewis (2006), Communication about the change is dissemination of information that is the dispersal of knowledge, ideas, training, facts and respects or directives of action concerning the change.Oreg (2006) defined communication as the amount and quality of information that is provided to employees about the change. Van dekameter et al. (2007) defined communication as providing information about the change is to keep employees knowledgeable of anticipated events such as specific changes that allow occur, the consequences of the changes and new roles of the employees. stiff communication is the main reason for the success of organizations as it helps the managers to get employees knobbed in the special task of change and thus helping them in implementing change successfully (Mary Welch Paul R. Jackson, 2007).It has been suggested that in adequate information leads to more dubiousness about specific changes because it impart give rise to feelings such as how change will affect their job and organization or how to resolve to that change (Milliken, 1987, cited in Wanberg Banas, 2000). It has been proposed that in order to improve employees attitude towards organizational change, information about the change helps to reduce employee anxiety and uncertainty (K.I. milling machine Monge, 1985 Schweiger DeNisis, 1991, cited in Wanberg Banas, 2000).Lewis (2006) defined that communication is critical in the process of creating and articulating vision channeling feedback surrounded by implementers, key last makers, and key users providing social support forbid and constructive use of resistance and assessing and p romoting results. Study of Lewis describes how employee experience communication of change messages the types of channels they use to communicate with implementers and finally the qualities of implementers change communication that employees associated with the change outcomes. Employees perceive the communication about the change differently than do implementers themselves. Implementers usually have clear idea about the change process as they themselves the change agents whereas employees have littleer knowledge about the change program, dinner gown goals and progress of the change.ParticipationKotter and Schlesinger (1979) defined club is a process to involve the potential resisters and even employees in designing change plan and implementing change. Lewis (2006) defined participation as employees cooperation during the change initiatives is the key to success to organizational changes. It has been argued that participation lead to qualitatively better strategic decision (Kim a nd Mauborgne, 1998, cited in Lines, 2004).Giangreco and Peccei (2005) inform that more participation of employees in change process is associated with more incontrovertible attitudes towards the change and it will minimize resistance to change.Wanberg Banas (2000) proposed that higher level of participation in the change process is related to more positive view of the change. Higher level of intricacy is associated with a view that changes are beneficial.Lewis (2006) explained that participatory structures in organization that lever the input of participants and that allow them opportunities to influence decision making are more likely to succeed in compass the desired goals. So, employees who feel that they have more participatory opportunities and the organization value their inputs are more likely to adopt the change process and are less likely to observe resistance to change. Lack of participatory involvement of employees in change process will predict more resistance to c hange. The more the employee input is valued and is allowed to participate in the change process, the less will be the resistance.Lines (2004) studied the influence of participation on resistance to change. Lines identified a strong family exists between employee perceptions of their participation in change process and reduced resistance to change. Lines defined participation as involvement of employees in the initial assessment and development of change plan. Lines suggested that participation allows more interaction between the change agents and change recipients who will help them to overcome their resistance to change. Lines concluded that use of participation will lead towards successful implementation of change.Van Dam at el (2007) reported that participation of employees in the change prep and implementation process increases the change acceptance. Participation often offers number of benefits such as increased mind of the circumstances that make change necessary and a sen se of self-control and control over the change process increases the readiness for change. Van Dam et al. found a significant relationship between resistance to change and change strategies such as communication and participation.Dianne and Amrik (1998) reported that participation of employees in change process is the best method of handling resistance. It has been suggested that involving employees in learning, planning and implementation stages of the change process tends to increase employee commitment to change and will ultimately lowers the resistance to change (Lewin, 1991 Coch French, 1948, cited in Dianne Amrik, 1998). Employees must be give the opportunity to be involved in every aspect of change process and they must be given the opportunity to provide feedback. Involving management and employees in the change process will help to overcome umpteen of the difficulties experience during the change process.DiscussionLiterature indicated a significant relationship between change strategy communication about the change, participation of employees in change process and employee resistance to change. If there is higher level of communication about the change process, there will be lesser employee resistance to change. If the employee tends to participate in the change process, there will be lesser resistance to change.After going through the above literature it is open that the communication as a change strategy helps in minimizing resistance to change. Resistance to change can be minimized by informing about the change and providing reasons for change (Kotter and Schlesinger 1979). Communicating about the change, its consequences and new roles of the employees will play a positive role in minimizing resistance to change (Van Dam at el 2008). Effective communication helps in minimizing resistance to change by involving employees in the change process and implementing it (Mary Welch Paul R. Jackson, 2007). negligible information about the change proce ss results in uncertainty and ambiguity. Individuals organism uncertain and ambiguous about the change process will curb ideas that how change will affect them, their department and their organization and how to respond to change, such feelings usually give rise to resistance to change so adequate information about the change facilitates lowering the level of resistance to change (Milliken, 1987, cited in Wanberg Banas, 2000).(K.I. Miller Monge, 1985 Schweiger DeNisis, 1991, cited in Wanberg Banas, 2000) develop a connection between flow of information and acceptance level of employees in a dash that sufficient level of information increase the level of acceptance among employees which in turn decreases the resistance.Lewis (2006) examined a relationship between communication of the change and employee resistance to change. Lewis found that communication of change influences the resistance to change and if the employees receive more information about the change, there will be less resistance to change.Participation of employees in the change process in one way or other assists managers to overcome the resistance. One way is the involvement of employees in the change process that has significant effect on individuals attitudes towards the change itself, which in turn directly influence their reactions to change. Individuals who are more involved in change process will have positive attitudes towards change, so they will react to it in less negative way (Giangreco and Peccei 2005). Wanberg Banass study in 2000 also supported the above mentioned findings.Lewis (2006) proposed that if employees are not allowed to participate in change process, they might feel that their opinions and suggestions are not wanted and valued. So they will actively resist change. According to Van Dam at el (2007) participation offers certain benefits to employees which minimize the level of resistance by the employees. Dianne and Amrik (1998) study reveals that the participation increases the level of commitment among employees and decreases their level of resistances towards a particular change.Limitations of StudyThis study is limited to reviewing previously published research involving employee resistance to change and change strategies which will help in reducing employee resistance to organizational change. Study center on two major change strategies communication and participation and their relationship with the employee resistance to change. Impact of these strategies (communication and participation) is studied on employee resistance to change unilaterally meaning that resistance is considered only a single dimension concept.Future ResearchPresent study focused solely on the relationship between change strategies (communication and participation) and employee resistance to change as a one-dimensional concept.Oreg (2006) found that not enough information, as well as too much information about the change may be detrimental and can increase employees resistance. He suggested that lower amount of information about the change would be optimal when introducing organizational change. So, future research could be done in order to identify the contexts and processes in which information can reduce the resistance instead of enhancing it.As there are other strategies of change such as Facilitation, Negotiation, Manipulation, and Coercion which also play a role in minimizing resistance to change. Facilitation will help overcome the resistance when people are fearful and nervous about the change. Negotiation helps deal with resistance when people are losing through the change and they have enough power to influence the change process. So offering them incentive will help defuse their major resistance. Manipulation is helpful in resisting change by co-optation i.e. involving an individual in design or implementation of change. It is relatively easier, quicker and cheaper solution to the problem Future research could further explore the r elationship between these strategies and employee resistance to change.- -