RESISTANCE IN ORGANIZATIONAL CHANGE

Reasons for Employee Resistance in Organizational Change

Reasons for Employee Resistance in Organizational Change

Introduction

All organizations are facing aggressive challenges, uncertainties in the social environment, technology and economic environments. To coup up with these challenges organizations need to adapt themselves, make changes in the organization and need the support of the their employees in implementing these changes(Armenakis, Harris, & Mossholder, 1993, pp 681-703). Employees on other hand are very sensitive about change and resist the change process (Kotter & Schlesinger, 1979, pp 106-114). Organizational changes are usually organization-wide decisions which are not easy to implement and employee resistance can derail the process. Whether it's a change in mission and vision, operational restructuring, purchasing of new technology to replace labour, growth, divestiture, right sizing, implementing Total Quality Management etc, organization needs to bring its employees on board to get it done. Employees lack vision and are afraid of the unknown consequences. In order to keep the employees motivated, the organization must tie result to a mutually beneficial goal. Employees tend to be cynical about the change, as if it will make them lose all the hard work which they have done. Some employees resist change by proclaiming that current structure can deliver the same result and they don't need the change. Sometimes organizations fail to establish clear goals and the goals conflict with each other which confuses the employees.

Discussion

Need for Change

“Nothing endures but change”. Heraclitus (c.535 BC - 475 BC)

The only thing constant in life is change. So the need for change and adaptability will always be there. Organizations which remain complacent face the “parable of the boiled frog”. So in order to be competitive, an organization needs to develop itself and implement changes through its employees. Since now employees are more involved in the global operations and strategic level of the organization, they expect to be involved in the change management and to aloud their views. Smart companies generate employees support and enthusiasm for the changes they wish to see in the organization. Researchers Mintzberg & Waters in 1985 and Kim and Mauborgne in 1998, have highlighted the importance of participation and have concluded that employee work more positively on the strategic decision when they play a part in its formation.

Reasons for resistance to change

Those organizations which have good adaptability thrive and weather out any bad challenges. One of the primary reasons for the failure of the change process is the resistance by employees. If the employees are not on board the change process then the plans for new technological innovations, policies and new setup of organizational structure will not fly off the table and become a reality. Half to two-thirds of organizational changes efforts fail due to resistance (Maurer, 1996, pp 56-63).

Studies conducted recently have highlighted behavioural issues with employees as the causes for resistance. Brower and Abolafia (1995) concluded a particular kind of action and reaction as resistance. Resistance can also expressed as intentional acts of commission or omission (Ashforth & Mael, 1998, pp ...