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Literature review on employee resistance to change
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Recommended: Literature review on employee resistance to change
When compared, both theories achievement – power- affiliation theory and expectancy theory resemble each other. Both theories can be utilized as strategies for gaining employee buy-in for the upcoming change. Achievement-power-affiliation theory, persons have a specific goal in mind to work towards, and takes responsibility for their own actions. I feel this theory will be effective in promoting employee acceptance of the upcoming changes due to the fact that some employees like to stand out from others in departments, and others may be motivated to stand out with new changes. Expectancy Theory persons, also have goals in mind, but their way to achieve their goals are that is based on past experiences and self confidence. I also feel the expectancy theory will be effective in promoting employee acceptance of the upcoming changes because most employees will know in advance that they will be rewarded by pay increase, advancements in the departments. Expectancy Theory people are committed, and motivated so because organizations rely heavily on employees to produce quality of goods and services produced in organizations. The scenario that I selected for the course project is a state correctional agency is …show more content…
This problem occurs in all types of organizations from executive businesses, as well as law enforcement, correctional agencies and state children and family services. Changes maybe necessary in any organization, and administrators are more than likely to face barriers and challenges. Some resistances will take a number forms “from persistent reduction in output, increase in the number of “quits” and requests for transfer, chronic quarrels, sullen hostility, wildcat or slowdown strikes, and, of course, the expression of a lot of pseudological reasons why the change will not work. Even the more petty forms of this resistance can be troublesome”
Elite Engineering has been unable to successfully implement change because they haven’t been able to get the employees to see the need for the change and to believe in the change. “It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.” (Kotter & Schlesinger, 2008) Change is often met with resistance. When it comes down to it many people fear change. At Elite Engineering, the engineers were happy with the way things were being run. They enjoyed the billable work they were doing and did not want to take the time to collaborate with others, as it would take away time from their billable work. The engineers saw the billable work they were doing as a way to ensure they received their bonus at the end of the year. However, they were failing to see that the litigation business was going to begin to shrink and in order for them to remain competitive, changes needed to be made. Kotter and Schlesinger state that there are for common reasons that people resist change. The four reasons are the desire not to lose something of value, a misunderstanding of the change and its implications, a belief that the change does not make sense for the organization, and a low tolerance for change. (Kotter & Schlesinger, 2008) At Elite Engineering, I think upper management was unsuccessful at implementing change because the employees didn’t want to lose their bonuses (something of value to them), they misunderstood the change, and they didn’t feel that the change made sense for the organization.
institution plays in their community; the effect of different stakeholder groups on their organizational mission; the importance of their staff in achieving the organization’s goals; and the impact of providing a safe and secure correctional environment where inmates can work toward their rehabilitation and return to live crime-free in the community” (p. 80). This is a large undertaking. It would behoove organizations to ensure that they are training staff in ways that will help promote these habits while increasing the efficacy of their organization.
Before commencing the study all participants were briefed on the roles pertaining to the experiment without actually being assigned roles. Once roles were determined and assigned each participant was given specific instruction to their roles whether it be the role of the Guard or Prisoner. The group assigned to the prisoner role were greater in number and were instructed to be available at a predetermined time, this was done to maintain the reality of the simulation. The prisoners were arrested and escorted by real-life law enforcement officials and processed as any detainee would be in a real situation. Upon completing the processing part of the experiment the students were then transferred to the simulated prison, which was housed in the basement of the university, and assigned identifying numbers, given demeaning clothing as uniform and placed in barren cells with no personalized
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
The need for achievement regards an individual’s relationship with setting challenging goals, creating competitive scenarios, and overcoming difficulties. Setting goals and creating healthy competition between employees can bring the performance level back to normal, and even better yet surpass the usual level. The need for power regards an individual’s need to positively influence coworkers and improve their wellbeing by making a difference in their life. Having an impact on the lives of others has the potential to influence employee turnover rates and attendance. If an individual feels that they have power over another employee they will be more inclined to show up to work everyday and to stay at their current job for longer than they may have originally anticipated. The need for affiliation concerns the relationships that an individual needs to maintain positive, close, or intimate feelings with others. Positive, close relationships in the workplace make individuals feel as if they are truly a part of the organization and increase satisfaction levels amongst workers. These close relationships will help employees to fell that their work is appreciated within the organization and that there certainly are people who care how they perform at their jobs. Together, achievement, power, and affiliation all play an influential part in motivating individuals in the
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
As an emerging leader whose desire is to see progress in his/her organization change is inevitable and necessary. Although change is an important component of moving forward and growing a lot of people resist change, this resistance can be contributed to our fear of the unknown which is what change represent to many people. Hence, when it comes to implementing change it would be best to start off by recognizing and identify what needs to be change ad how to bring about that change. You can’t convince others to go on a journey if you are not aware where you are going.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
Firstly, in order to gain a better understanding of the problems that plague or correctional system we must fully understand the enormous overcrowding problem that exist in the majority of or state and federal prisons. Since 1980 the prison population has quadrupled and only the numb...
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
Described by DuBrin, (2013, p. 306), looking at leader’s roles at enhancing motivation more broadly, Jean Houston, an Atlanta based human recourse consultant, says that managers can engage their workers by seeing them, as whole people and courageous conversations that builds trust and sees what is really going on. Expectancy theory is a good starting point to learning how leaders can apply systematic explanations of motivation, for two main reasons. First, the theory is comprehensive: it incorporates and integrates features of other motivation theories, which include goal theory and behavior modification. Second, it offers the leader many guidelines for initiating and sustaining constructive effort from group members. DuBrin (2013, p. 308),
... Accordingly, when dealing with resistance to change, the best approach to use in most situations is the power of resistance. This approach accepts resistance as part of the process and enables leaders to understand where the resistance is coming from, facilitating listening and respect while focusing on the objectives of the change (Palmer, Dunford, & Akin, 2009). Conclusion Managing resistance starts with dialogue that engages and reveals the underlying reasons for resistance (A. Gilley, J. Gilley, & Godek, & 2009). Resistance to change is a complex issue and managers and leaders need to take the time to understand why and where the resistance is coming from if they have any chance of being successful.
In order for organizational change management to succeed in a highly competitive marketplace, it is important for organization to frequently figure out the need for introducing changes. Since organizational change management is more focused on the people side of management, one can decide how the goals will influence the person in reaching their greatest potential within an organization. So there are techniques that can be applied by simply making a chart, such as focusing on the possibilities of: 1) Directing one’s attention 2) Regulating one’s effort 3) Increasing one’s persistence 4) Encouraging the development of goal-attainment strategies or action plans. Using an approach like this might increase task performance making goal expectations more realistic.
Middlebrook, B., Caruth, D., & Frank, R. (1984, Summer 85). Overcoming Resistance to Change. Management Journal, 50(3), pp. 23.
...owers to accept the change and followers work in accordance of organizational goals. As the goals met they feel proud and more satisfied.