Resistance to Changes in Organizations
Change in an organization is inevitable since the time dictates when change should occur. Change is crucial as it allows employees to show their creativity, learn new skills, and explore new opportunities in new ways that will benefit the organization by increasing their commitment and generating new ideas. But there are instances where employees are resistant to change. This paper will explore the significant reasons for employees to resist change and how to overcome this resistance.
Employees resist change due to inadequate implementation and management of change. Employees would like change, but they don’t like the way the top leaders in their companies execute the change and manage it. They feel that the managers lack change management skills, which is vital to maintaining the change (Fuioaga Claudia and Costache 72). Employees also resist change since they fear to lose their jobs and due to poor communication of what needs to be changed. Poor timing and lack of competence to execute the plan are also other reasons why employees oppose change. Employees may resist changes in case it got introduced when there were other major projects being carried out; thus timing is another vital concern to ensure successfully execution of change.
Ways of circumventing employees’ resistance to change include; proper communication of what needs to be changed and assurance that employees will not lose their jobs. Employees will embrace change if they get assured that they will not lose their jobs. Management needs to acquire execution and change management skills to ensure that they conduct the change process effectively (Neves et al. 255). Engaging employees in identifying the appropriate changes that need to be executed will also help reduce the resistance to change. Employees will feel that their presence in the company is appreciated if they are involved in crucial activities such as change, and they will understand any change that they were involved in.
Works Cited
Neves, Pedro, Patrícia Almeida, and Maria João Velez. “Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership.” Human Resource Management 57.1 (2018): 249-261.
Fuioaga, Claudia Paula, and Costache Rusu. “Resistance of Changes Implementation.” FAIMA Business & Management Journal 6.2 (2018): 66-77.