The paper "Emotions in the Organizational Change - Fear, Distress, Anger" is a good example of management coursework. The impacts of organizational change on the workforce has been a contentious subject, with several types of research arguing that organizational transformations can aggravate diverse positive and negative responses from the human resource. Whereas comprehensive attention has been dedicated to understanding employee resistance to change (Folger & Skarlicki, pp. 37-38,1999) comparatively diminutive research has been carried out to examine the impacts of organizational change on emotions of the employees; moreover a small number of organizations have implemented extensive means and methodologies that can be used for emotional management in times of transformation which involves expert situational judgment; however, the fact that there has been the level of employee mental, social and psychological problems in the organizations associated with change calls for a paradigm shift in the management of fear, distress and anger in times of organizational change.
This study seeks to provide a dispassionate and impartial objective appraisal on the impacts of organizational change on emotions and prescribe emotional management, considering that organizational change is an inevitable occurrence in the organizational calendar, debatably the approach implemented by the organization in employee emotional management has a consequence in the product of the change, as presented by (Vakola and Nikolaou, pp.
167 -170, 2005). (Mossholder et al, pp. 229, 2000), argues that researchers have tended to focus on incessant result efficacy, while the significance of social and individual dynamics in organizational transformations has been perceptible ever since change studies commenced, however, (Fosha, pp. 526, 2005) apparently is of the view that, organizational transformations occur in quantum leaps and are discrete transformations of state.
Several factors are considered in organizational transformation; coupled with uncertainties that exist, employee emotional characteristic is diverse and abounds with vague and imprecise concepts, hence making an en masse approach to emotional management unviable alternative. The research is based on empirical papers on employee emotion and transformation management, which seeks to propose the existence of negative and positive impacts of change but ambiguity or vagueness, is abundant between two extremes, taking into consideration the aspects diversity of employee attributes, The study shall utilize qualitative researchers which aspire to congregate an in-depth understanding of human behaviour and the raison d'ê tre that govern such emotions, this shall be combined with inductive and deductive reasoning.
The research shall be secondary research which involves the summary, collation and/or synthesis of existing research in terms of systematic reviews. The knowledge base in terms of collected data shall be analyzed and emotional management methodology prescribed, which is envisioned to assist organizations objectively manage employees in the epoch of organizational transformation, and the management’ response to such emotions hence reducing occurrences of emotional ruptures. Keywords: Organizational transformation, Organizational change, change management, emotion, Management of emotion, Stress, organizational policy. Literature review Different persons have different emotional reactions to occurrences which in most times expressed in terms of the pleasantness of being pleased or.
Hedonic component of emotion has been the essential focus in research investigate acquaintances between emotion and organizational processes or outcomes, where in most cases, researches focusing on emotions or emotion-related
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