The main reason employees resist organizational change is because they afraid of failure within the company. Employees may feel as if the change will make things harder for them within the workplace, or it may make their jobs harder to deal with. Some may feel a change may affect their pay. People get use to doing things on a regular routine and a change could comprise their
If there is no boss, then chaos can reign, and this is not good for morale, or for production. Positions of authority can oftentimes bring on stress, and it is this stress that can sometimes translate into rudeness, or even an attitude of hostility. This should be avoided whenever possible because it is important that a boss never makes his employees feel unwanted, or disrespected. A good boss will always make sure that they are able to control their emotions to the best of their abilities, especially in front of their employees in order to maintain that managerial and professional stature. A good boss must also remain patient, and
People typically avoid situations that upset order, threaten their self-interests, increase stress or involve risk. When faced with changes to the status quo, people usually resist initially. The resistance continues and, in some cases increases, until they are able to recognize the benefits of change and perceive the gains to be worth more than the risk or threats to their self-interests. People resist change due to the fundamental human objection to having the will of others imposed upon them. Poor communication/consultations from the change initiators- The staff
Resistance to change plays a major role in the psychological factors of a person as they fear change. People tend to differ and resist to change because of fear of failure, climate of mistrust, and people not seeing the benefits of change. An example or resistance to change is a employee who has been working at the same company for 30 years. This employee fears the change of working outside of his knowledge with a different company. This resistance of change holds the person back as they fear failure.
A Plan for Overcoming Employee Resistance Management must understand that organizational changes will create some employee resistance. Most people do not really hate change. They hate change being forced on them and do not like the discomfort that transition brings. Therefore, the natural tendency is to resist any change because it makes a person feel out of control (Rosenberg, 1992). There are three steps a manager can take to reduce the resistance to a major organizational change.
It’s common for someone to resist being accountable – not necessarily because they don’t want to do a good job, but because of the negative feelings that traditionally go along with it. What does this mean for your company? Do you struggle with this in your business? It’s hard to get folks to own up sometimes. In order to get our staff to be more accountable, you have to start right off with straight-forward communication.
Most important in the work place the managers or leaders for they usually set the tone of the work place environment. When it comes to the work environment and human behavior there is two approaches to it. This is according to Douglas McGregor who came up with the x and y theory that companies fall under (Clark, 2008).The x theory being that of management trying to control their employees in the work environment which affects employees behavior. Under this theory is that the employees dislike their work and try to avoid it, they feel controlled or have consequences and threats when they do not fulfill achievements or the objectives for the company. They do not have the ambition nor do they want any responsibility of work since its unpleasant (Clark, 2008).
I cannot think of any work places that do not use these tactics. It is part of being human not just part of the work place. There are many times when we do not want to do certain tasks but have to accomplish them for the better of the whole. The job of the manager is to ensure that they are accomplished by using these important techniques. I have had to convince people to perform job duties under very tense hostile environments.
Introduction Managing employees’ resistance towards organizational change is one of the key problems to successful change. Every time you have change that moves employees from a known to an unknown situation, you can best believe you will run into resistance. When you take employees out of their comfort zone it creates fear and uncertainty which results in resistance. Employees resist change for a number of reasons such as a lack of knowledge around the change, personal conflicts, conflicting perceptions, social disruption or the potential for loss on a personal level such as control, rank and influence. These barriers are a result of ineffective communication.
So it is important to understand how the employee will perceive the change, how it will impact them. If an employee can’t see how the change will affect them they may resist it, most people shy away from the unknown thinking that change might just make things worse. If an employee views the change as being in their best interest they will be motivated to except the change to help make things better. In order for the company to improve the reception of change the managers need to determine how the employees will react to the coming change. To do this the company and its managers must build trust, discuss the up-coming changes, involve the employees, ensure the change is reasonable, avoid making threats, and follow a sensible implementation schedule.