November 15, 2012.QUESTION AND ANSWER; ESSAY STYLEQuestion 10Ozbilgin and Syed (2011, P. 59) in their study highlight various reasons why employees resist change. In any given organizational setting, technological advancement, product change, change in process may result into streamlining, cost reduction and working smarter. Therefore, managers and employees are likely to resist change that will contribute to their roles being reduced or eliminated. This is because they perceive change to be harmful to their positions within the organization. Thus fear for job loss may make employees to resist change. Another contributing factor to resistance to change is poor communication strategy.
Cox, Brown and Reilly (2010, P. 60) point out that the manner in which change process is communicated to the workers is important in determining the way they will respond towards it. If the management plans the communication effectively and explains to the employees the reasons for change, they are likely to accept it. Nonetheless, if the reasons for change are not communicated effectively, employees are likely to resist change. Fear and shock for unknown is another contributing factor. According to Storey (2007, P.
20) some employees find it encouraging to cling to the past because they find it comforting and secure. Additionally, if past experiences worked well for them they are likely to resist change as they may fear that what they adopt may fail to function well for them. The fear for losing control may also make employees to resist organizational change. Storey (2007, P. 37) points out those familiar routines assist employees in developing a sense of control over their workplace environment. Therefore, the concept of introducing change may not only make them powerless but also confused as in most cases individuals accept change when they have control over it. Another reason that may make employees to resist change is lack of competence.
However, it is challenging for employees to admit this, change at times calls for new skills that employees may not be in a position to readily adopt and thus resistant change. In circumstances whereby, there is no reward, employees are likely to resist change. In addition, lack of motivation among employees result into unsustainable change within the organization causing under performance. One of the strategies for dealing with resistance is to encourage employees to take part in ensuring change within the organization.
However, Storey (2007, P. 37) argues that participation is not an effective way of dealing with resistance. It is important for the management to understand the type of resistance. This is because majority of employees resist social change and not technical change. Armstrong (2010, p. 78) in most cases, resistance is created as a result of attitudes and black spots that specialists employees conceive due to their preoccupation with technical aspects that new ideas may have. Consequently, management can take concrete steps and deal with all the employees’ attitudes by putting in place and emphasizing new standards of work performance with an aim of ensuring that they think differently.
Lastly, top management can make use of their efforts effectively at staff meetings as well as operating groups where the process of change is being discussed. The mentioned can be attained by employees shifting their focus from work assignments, technical details and schedules facts to discussion that emphasizes on receptiveness to change.