Employee Resistance

Project: Employee Resistance
Nicola Chambers-Holder
January 9, 2015





EMPLOYEE RESISTANCE



Why Employees Resistance Organizational Changes
Organizations are constantly changing with time and technology in order to remain successful. In order for this change to be successful, organizations are reliant on their employees to support these changes. In an article by Furst &Cable (2008), the authors found that in order to get employees to implement organizational changes, managers have to be strategic with creating ways to get employees on board. Employees must be able to see the positive effects and benefits behind the change in order to work collectively with management. Therefore, it is the organization's responsibility to align these goals, and continue to motivate the employees to adapt effectively to organizational changes (Furst &Cable, 2008). Organizations might face resistance when their culture does support and encourage the growth and development of their employees.
Organizational changes occurs for many reasons. It could be structural changes, administrative changes, changes due to budget or acquisition of new operating systems. Whatever the reason behind the changes, it must be communicated to all employees in a clear and precise manner that is easy to understand. According to a research conducted by Dent & Susan (1999), employee resistance cannot be eliminated, however, organizations can be proactive and effectively manage resistance. The authors illustrated this by giving some sources of employee resistance. Resistance could be due to poor communication as to what is taking place and the reason behind the change, employee's cynicism towards the manager and organization, ego, and disgruntled employee due a lack of job satisfaction over time (Dent & Susan, 1999). All of these sources presented in the research is quite evident in the case study. For example, the team members show cynicism towards their leader as well as towards their job. Cynicism is "frustration, hopelessness, and disillusionment, as well as contempt toward and distrust of a person, group, ideology, social convention or institution" (Stanley, Meyer & Topolnytsky, 2005, p. 492). For example, having employees who were high performers filled with enthusiasm when first hired, but loss hope and motivation after working in an environment where they are not well compensated, and have no voice. Soon other team members bought into the ideology that no one cares about their ideas or input, therefore their contribution means nothing to the company. The communication between team members and team leaders is at a point where there is little or no communication. And when there is communication is not blame and negative feedback. The result? High turnover rate, high absenteeism, employee burnout, and decrease in production.
As Furst & Cable (2008) pointed out, employee resistance to organizational changes can be managed. A case study done on enterprise rental car is a great example of how Organizations could use psychological theories to manage this type of dilemma. Enterprise rental car realized that in order for their company to be successful, their employees must be satisfied with their job. Therefore, the company build a culture based on a combination of intrinsic and extrinsic rewards for keeping employees motivated. These methods include Abraham Maslow's hierarchy of needs, John Stacey Adams Equity Theory, and Frederick Herzberg's hygiene factors theory. In addition, the company encourage team work among its staff members, and a proactive management staff, which ensures that employees are fully trained, developed, grow, and fulfill their personal goals ("Enterprise Rent-A-Car Motivation in action" (2014). Organizations should take the time to analyze the strengths and weaknesses within the company, along with a job analysis of its employees to get a better understanding of the present issues. Doing this will give them a better idea of what is needed, and will help in creating, and developing the best program and procedures to fit their employees and company's needs.


References
Dent, E. B., & Susan, G. G. (1999). Challenging "resistance to change". The Journal of Applied Behavioral Science, 35(1), 25-41. Retrieved from http://ezproxy.snhu.edu/login?url=http://search.proquest.com/docview/236321697?accountid=3783
"Enterprise Rent-A-Car Motivation in action" (2014) Retrieved from http://businesscasestudies .co.uk/enterprise-rent-a-car/motivation-in-action/introduction.html#axzz3FnIbAO3n
Furst, S. A., & Cable, D. M. (2008). Employee resistance to organizational change: Managerial influence tactics and leader-member exchange. Journal Of Applied Psychology, 93(2), 453-462. doi:10.1037/0021-9010.93.2.453
Stanley, D. J., Meyer, J. P., & Topolnytsky, L. (2005). Employee cynicism and resistance to organizational change. Journal of Business and Psychology, 19(4), 429-459. doi:http://dx.doi.org/10.1007/s10869-005-4518-2







5
PROJ: EMPLOYEE RESISTANCE
1
Running head: PROJ: EMPLOYEE RESISTANCE