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A Study on Factors Effecting Employees? Resistance towards Change in HIRA MAA Group
Subject area: Management and Commerce · Area of research: Human resources
Abstract
The purpose of this research is to uncover the origins of resistance to change. We demonstrated how the causes of resistance varied most depending on the extent of change, and we made recommendations on where management should focus essential attention while conducting a change process. Resistance to change, preparation for change, effectiveness of leadership, employee engagement, and involvement in change efforts are the most frequent themes. One of these topics is resistance to change, which is the subject of this article. Managers who understand resistance may be able to decrease conflict and promote collaboration. Leaders must be taught and educated to get past opposition to change in order to face these difficulties. The objective of this article is to examine recently published research in order to uncover results that might help organisational change agents and managers resolve individual resistance to organisational change initiatives. The study offers significant practical help to change agents and managers in identifying and dealing with change resistance. It also investigates the psychological, cognitive and behavioural elements of each person's resistance and how they are influenced by: individual proclivities for willingness and resistance to change; individuals' assessments of the dangers and advantages of change; interaction, comprehension, participation, faith in management, management methods, and the nature of interactions with change agents.
Keywords
Change, Organizational change, Change management, Resistance to Change
References
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[2] Blumenthal, B. and Haspeslagh, P. (1994) “Toward a Definition of Corporate Transformation”, Sloan Management Review, 35 (3), pp. 101-106.
[3] Ford, J. D., Ford, L. W., & D’Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33(2), 362-377.
[4] Gilley, A., Gilley, J. W., & McMillan, H. S. (2009). Organizational change: Motivation, communication, and leadership effectiveness. Performance Improvement Quarterly, 21(4), 7-94.
[5] Ansoff, I.H. (1990), Implanting Strategic Management, Prentice Hall International, Ltd.
[6] Barr, P.S., Stimpert, J.L. and Huff, A.S. (1992) “Cognitive Change, Strategic Action, and Organizational Renewal”, Strategic Management Journal, 13 (Special Issue), pp. 15-36.
[7] Boeker, W. (1997) “Strategic change: The influence of managerial characteristics and organizational growth”, Academy of Management Journal, 40 (1), pp. 152-170.
[8] Burdett, J.O. (1999) “Leadership in change and the wisdom of a gentleman”, Participation & Empowerment: An International Journal, 7(1), pp.5-14.
How to cite this paper
@article{1704835,
author = {Rahul Sarkar , Dr. Gazala Yasmin Ashraf},
title = {A Study on Factors Effecting Employees? Resistance towards Change in HIRA MAA Group},
journal = {Iconic Research And Engineering Journals},
year = {2023},
volume = {7},
number = {1},
pages = {31-35},
issn = {2456-8880},
url = {https://www.irejournals.com/formatedpaper/1704835.pdf},
abstract = {The purpose of this research is to uncover the origins of resistance to change. We demonstrated how the causes of resistance varied most depending on the extent of change, and we made recommendations on where management should focus essential attention while conducting a change process.
Resistance to change, preparation for change, effectiveness of leadership, employee engagement, and involvement in change efforts are the most frequent themes. One of these topics is resistance to change, which is the subject of this article. Managers who understand resistance may be able to decrease conflict and promote collaboration. Leaders must be taught and educated to get past opposition to change in order to face these difficulties.
The objective of this article is to examine recently published research in order to uncover results that might help organisational change agents and managers resolve individual resistance to organisational change initiatives. The study offers significant practical help to change agents and managers in identifying and dealing with change resistance. It also investigates the psychological, cognitive and behavioural elements of each person's resistance and how they are influenced by: individual proclivities for willingness and resistance to change; individuals' assessments of the dangers and advantages of change; interaction, comprehension, participation, faith in management, management methods, and the nature of interactions with change agents.},
keywords = {Change, Organizational change, Change management, Resistance to Change},
month = {July},
}