Why Do People Resist Change At Work - Free Essay Example

Sample details Pages: 8 Words: 2349 Downloads: 10 Date added: 2017/06/26 Category Statistics Essay Level High school Did you like this example? Why do people resist change at work and how can this resistance be overcome from an HR perspective? 1. Introduction Change is a common feature of the workplace. This paper examines why people resist change at work. It then explores how this resistance can be surmounted from an HR viewpoint. 2. Resistance to change at work From research into individual and organisational behaviour, it is well established that people at work can sometimes resist change (Robbins, 1992). The Chartered Institute of Personnel and Development (CIPD) define resistance to change at work as an individual or group engaging in acts to block or disrupt an attempt to introduce change (CIPD, 2014, p.2) and argue that, in general, resistance to change in the workplace occurs in two ways: resistance to the content of change and resistance to the process of change (CIPD, 2014, p.2). The reasons for resistance to change at work are numerous. Resisting change enables stability and for the status quo at work to be maintained (Robbins, 1992). Change jeopardises the comfort zones and security of employees who are risk averse and who like familiarity (Holbeche, 2001). The fear of the unknown may result in resistance to change (Robbins, 1992). There may be resistance when change appears to threaten someones income (Robbins, 1992). Change can appear threatening to the individual worker when it is foisted on them top down without their input as they do not feel in control (Holbeche 2001). Gifford et al (2012), in their review of change programmes in NHS South of England, found that many people do embrace change, but it is easy to feel undermined or threatened by it, even if one accepts at a broad level that change is needed. As well as the challenge of embracing new ways of working, it can be hard to let go of the old ways. Not only do people have ingrained habits and ways of thinking; they also become skilled in familiar work and may feel that their credibility is based upon it. For example, if someone spends years honing skills in a specific procedure and is then told they should be using a completely different technique, this may cut at their sense of self worth (Gifford et al, 2012, p. 15). Thus, there may be resistance if a persons perception of how the world of work should be is threatened. Robbins (1992) explains that individuals shape their world through their perceptions. Once they have created this world, it resists change. So individuals are guilty of selectively processing information in order to keep their perceptions intact (Robbins, 1992, p.281). Psychologists have studied resistance to change and it has been recognised that change may involve a significant shift for the individual, like a bereavement, where what was once certain is no longer so and they have to relinquish the familiar in order to be able to embed change (Holbeche, 2001). The psychological contract is an important consideration when looking at resistance to change at work. Guest and Conway (2002) defined the psychological contract as the perceptions of both parties to the employment relationship, organisation and individual, of the reciprocal promises and obligations implied in that relationship (Guest and Conway, 2002, p.22). The CIPD (2005) argue that the psychological contract is now best seen as a tool that can help employers negotiate the inevitable process of change so as to achieve their business objective without sacrificing the support and co-operation of employees along the way (CIPD, 2005, p.4). CIPD (2005) commented that people expected commitments made to them by management to be honoured and that management should make the effort to do so. Where management is not able to honour a commitment, attempts should be made, however difficult, to explain why and its impact on the employee. A breach of the psychological contract is likely to result in employees having a negative attitude to their employer which would include resistance to change. A case study at a Scottish manufacturing plant, where employees believed that the psychological contract had been breached by the employer, noted that the regular imposition of change programmes had resulted in a high level of cynicism amongst supervisors and shop floor staff (Pate, Martins and Staines 2000). If there is a lot of organisational change in a workplace, it is likely to be negatively received by its staff (CIPD, 2005;Guest and Conway 2001). Furthermore, where there is frequent change, it is likely to result in staff believing that management do not know what they are doing and their trust in them declines (CIPD 2005) (Guest and Conway 2001). In spite of all the above, research into change management reveals that there are things that can be done to alleviate resistance to change. Don’t waste time! Our writers will create an original "Why Do People Resist Change At Work" essay for you Create order 3. Overcoming resistance to change: the HR viewpoint 3.1 Adopt a positive approach to resistance at work Resistance to change can be a cue for stakeholders in an organisation to have a meaningful debate about the merits of the proposed change. This may lead to amendments and improvements to the change (Robbins 1992). 3.2 The need to understand why change is happening Research has shown that it is important for staff to understand why change is happening in terms how it will benefit the business and ideally how will it benefit them. In the Gifford et al (2012) review of change programmes across the NHS South of England, it concluded that leaders need to sell the benefits of the change. To do this they need to express their vision in a way that makes it easy for stakeholders to relate it to the purpose and values of the NHS and to their own principles and motivations (Gifford et al., 2012, p.5). Gifford et al (2012) added that purpose and vision [of the change programme] are crucial factors (Gifford et al., 2012, p. 51) that should be communicated in many ways to make sure the message connects with the stakeholders. In redundancy situations, Holbeche (2001) discovered that there was a link between the perceived reason for the delayering and the effect on employees. If people thought that the reason for the delayering was simply cost cutting , their morale and motivation tended to be more adversely affected than where there appeared to be a more strategic reason for the change (Holbeche, 2001, 367). 3.3 Communication Communication plays a critical part in helping staff understand why change is happening and in feeling engaged in the change process. Internal communication mechanisms which enable staff to feel empowered and involved are key to minimising resistance. Two way communication mechanisms like attitude surveys can be effective, but only if visible changes arise as a result (Holbeche, 2001). Other forms of communication that can help are senior management presentations (where questions can be asked and answered), road shows, team briefings and management cascades, question and answer mechanisms (for example by email) and internal newsletters (Holbeche, 2001). Communication should ideally involve an element of being two way and should include all stakeholders. The CIPD (2005) found that top down communiques by senior managers were perhaps the most ineffectual way of delivering important messages to staff. Mission statements were slightly more effectual, but the most successful way of r eaching staff with messages that they are likely to believe is through line managers (CIPD, 2005). In recent times, storytelling, narratives and theatre have been used in change situations as innovative ways of communicating with staff in order to get them engaged and involved. These methods allow for a move away from top down senior management communication (Daley and Browning, 2014, Dennis, 2010, Thomas and Northcote, 2012). Formal communication, in times of change, should: Inform à ¢Ã¢â€š ¬Ã¢â‚¬Å" about the organizational/ personal implications Clarify à ¢Ã¢â€š ¬Ã¢â‚¬Å" the reason for the change, the strategy and benefits Provide direction à ¢Ã¢â€š ¬Ã¢â‚¬Å" about the emerging vision, values and desired behaviours Focus à ¢Ã¢â€š ¬Ã¢â‚¬Å" on immediate work priorities and actions, together with medium term goals Reassure à ¢Ã¢â€š ¬Ã¢â‚¬Å" that the organisation will treat them [staff] with respect and dignity (Holbeche, 2001, p.368). 3.4 Staff engagement Those affected by the change need to feel engaged so that they believe that they are invested in the change. This can be time consuming and difficult for those leading the change (CIPD 2005, Gifford et al. 2012). Engagement can mean getting staff to buy into change that has already been devised or it can mean getting staff involved in actually designing the change (Gifford et al., 2012). Leaders need to be clear about what level of engagement is being offered as unfulfilled expectations risk demotivating staff and weakening good will. (Gifford et al, 2012). Bearing in mind the psychological contract, the CIPD (2005) argue that managing change well involves getting employees buy-in and making sure that they are not caught unawares. Employees want fair treatment and it is important that they believe that they can trust management. As stated earlier, if employees expectations are not to be met, the reason why should be explained by management (CIPD, 2005). 3.5 Leadership Those in leadership positions in the organisation have to act as role models for change to be successful. If the behaviour of the leaders in an organisation is at odds with their verbal utterances in a change situation, it can result in cynicism in staff and thus resistance to change. Holbeche (2001) reports of a case study where company directors were charged with leading an organisational change involving paying particular attention to the customer. The directors talked to staff about the importance of the organisations values, especially teamwork. However, staff knew that the senior leadership team did not work well as a team and thus, the change message was being met with cynicism. When the Chief Executive took drastic action and threatened to punish the directors financially, that was when the directors became serious about role modelling good team work and effective leadership. As a result, the change message became believable to staff. 3.6 Apply learning from neuroscience Dowling (2014) explored the connection between neuroscience and change management. He found that neuroplasticity, the concept of the adult brain being able to change through specific activity and experiences, was applicable in change situations, if it was self-directed by the individual employee. He advised that employers should give their employees the latitude to have their own insights into the proposed change and that this would allow new neural pathways to be formed in the employees brain, making sustainable change possible. Downing (2014) also explored the impact of threat and reward on employees behaviour. He argued that when a person is faced with a perceived threat, the brain has an inbuilt defence mechanism which is activated. This provides some explanation as to why there is resistance at work when an employee feels threatened. This argument reinforces the need for those leading the change to emphasize the benefits of the proposed change so that the employees brain re ward response is activated as opposed to their threat response. Downing (2014) additionally looked at habit and how the prefrontal cortex of the human brain (the advanced cognition brain area) operates primarily on the basis of habit, otherwise it would be using a huge amount of energy which would not be sustainable. During periods of change, when individuals are being required to adopt new habits, a heavy burden is potentially being placed on the prefrontal cortex. When designing change programmes, there needs to be an awareness of the brains limited capacity for change (Downing, 2014, Scarlett, 2013). 3.7 HR HR has a pivotal role to play in staff communication and engagement as well as in planning change effectively, including taking into account the learnings from neuroscience. There has to be a real partnership between the business and HR for change to be effective. HR plays a role in assisting, developing and supporting those in leadership positions to be effective in their roles so as not to undermine the success of the change programme and engender resistance to change (Holbeche, 2001, CIPD, 2005, Gifford et al., 2012). 4. Conclusion Although resistance to change is something that occurs in the workplace for many understandable reasons, it can be minimised by good communication and staff engagement, explaining the need for change in terms of its benefits to the business and to the individual member of staff, learning from research, effective leadership as well as HR working well with the business and being an integral part of the change. Overcoming resistance at work matters, as while resistance is occurring, it may result in negative consequences such as having a negative impact on performance and productivity, creating an environment for turf wars at work as well as demoralising and demotivating staff (Holbeche, 2001,Robbins 1992, Cannon and McGee 2008, Hughes, 2010). 5. References CANNON, J. A. and MCGEE, R. (2008) Organisational development and change. CIPD toolkit. London: Chartered Institute of Personnel and Development. CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT (2005) Managing Change: The role of the Psychological Contract. Research report. London: Chartered Institute of Personnel and Development. CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT (2014) Change management. Factsheet. Available: https://www.cipd.co.uk/hr-resources/factsheets/change-management.aspx#link_2 DAILEY, S.L. and BROWNING, L. (2014) Retelling stories in organizations: understanding the functions of narrative repetition. Academy of Management Review. 39(1). p. 22-43. DENNIS, R. (2010) Intimacy at work: playback theatre and corporate cultural change in Mercedes Benz, Brazil. Journal of Organizational Transformation Social Change. 7(3). p. 301-319. DOWLING, N. (2014) Its all in the mind. Training Journal. Aug2014. p.47-51. GIFFORD, J., BOURY, D., FINNEY, L., G ARROW, V., HATCHER, C., MERIDITH, M. AND RANN, R. (2012) What makes change successful in the NHS? A review of change programmes in NHS South of England. Horsham: Roffey Park. GUEST, D. E. AND CONWAY, N, (2002) Communicating the psychological contract: an employer perspective. Human Resources Management Journal. 12(2). p. 22-38. GUEST, D.E. AND CONWAY, N. (2001) Organisational change and the psychological contract: an analysis of the 1999 CIPD survey. Research report. London: Chartered Institute of Personnel and Development HOLBECHE, L. (2001) Aligning Human Resources and Business Strategy. Oxford: Elsvier Butterworth Heinemann. HUGHES, M. (2010) Managing change: a critical perspective. 2nd Ed. London: Chartered Institute of Personnel and Development PATE, J., MARTIN, G. AND STAINES, H. (2000) Exploring the relationship between psychological contracts and organizational change: a process model and case study evidence. Strategic Change. 9 (8). p.481-493. ROBBINS, S. P (1992) Essentials of Organizational Behavior. Third edition. New Jersey: Prentice-Hall International SCARLETT, H. (2013) Neuroscience helping employees through change. Strategic Communication Management. 17 (1). p.32-36. THOMAS, P. and NOTHCOTE, R. (2012) Storytelling in transforming practices and processes: the Bayer case. In TYRONE, S., SIMPSON, A. and DEHLIN, E. (eds.) Handbook of organizational and managerial innovation. Cheltenham: Edward Elgar.

The Importance Of Corporate Social Responsibility Development

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Essay on Corruption in US Government - 1991 Words

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Sustainability Policy

Question: Explain about the sustainability policy in Australia. Answer: Organization working with: Veolia in Australia and New Zealand is the only environment solutions of the region which consist of the environment solutions organization. It has specific capabilities regarding waste water and water treatment, services of waste and recovers services, management of energy, maintaining services of industrial cleaning. The ethical responsibility of the organization is to create value regarding the management principal and conduct of the business. As being a part of the sound risk and hazardous management, there are certain principals regarding the conduct of the business. The main objective of the company is to understand and support the customer achievements. All managers, employees, contractors and visitors are made responsible for being aware and complying of this policy. Research conducted on Sustainable policy: Business and industrial organizations in Veolia have various new approaches to develop and contribute the society and the environment in regards to future. Veolia has recognized their economic goals which can be complemented by social as well as environmental targets. These areas deal with sustainable flourishment and cultural life which is inter dependent. Sustainable policies cover the environmental and the dimension based on the social development of sustainability (Bocken et al., 2014). Basically sustainable development of Veolia covers four broad areas of function which includes: The uses of price which encourages the individual as well as the agents to take the full cost regarding the degradation of the environment in the decision. To develop economic growth, there is the implementation of economic growth. To make the contribution strengthen the international trade and investment towards the development of sustainability worldwide The methods and techniques of policy writing: Sustainability has its importance especially in the public sector and also in the government sector with various kinds of environmental targets. It can be stated that the suppliers in the public sector must be following the suit of sustainable policy which is very often stipulated when they wish to make a contract (Boons et al., 2013). There are certain benefits of well written sustainable policies which include: To meet the current environment-related legislation. To save money regarding waste and recycling. The efficient increase in the supply chain. To differentiate from the competition. To improve reputation within the stakeholders. Needs and Interest of Stakeholders Stakeholders are regarded as a key component in the field of sustainable development because of the following reasons: Stakeholders must be engaged as soon as possible rather than later than to develop a more effective strategy and materials. If the issues are understood properly, then there will be a better application for the organization as well as the proper approaches. Sustainability has become very important for all scales of companies as the stake holders approaches are very essential. Internal education, as well as external engagement in the companies, is prioritizing as internal key holders (Coomer, 2013). Sustainable policy opinion and its advantages and disadvantages: Sustainable policies are regarded as the policies of meeting human development goals. Senior management is regarded responsible for the formulation of sustainable development policy and also for the establishment of specific objectives. It also consists of certain social elements as well as alleviation regarding poverty as well as equity distributions. Management should always incorporate the expectation of the shareholder regarding the brand policy statement (Matos Silvestre, 2013). There are various advantages and disadvantages of for organizations and various stakeholder groups: Advantages include: Renewable energy well renewable; Environmental benefits; Reliable energy sources; Economical benefits; Stabilize energy prices; Disadvantages include: Reliability of supply; Difficult to generate in large quantity; Large capital cost; Requirement of large tracts of land; Final recommendations for policy: The tips which help for policy option based on effectiveness, time frames and cost includes: To keep it simple- There should be one page to clear and succinct with necessary information to stakeholders. To keep it real- Strategies and objectives should measurable and achievable. Link it as much as possible existing to mission. Align with other policies- In order to avoid overlapping there should be standard quality management. Dont reinvent the wheel- Policies available on internet, use as these are template to create an application on own business (Matos Silvestre, 2013). Reference list: Bocken, N. M. P., Short, S. W., Rana, P., Evans, S. (2014). A literature and practice review to develop sustainable business model archetypes.Journal of Cleaner Production,65, 42-56. Boons, F., Montalvo, C., Quist, J., Wagner, M. (2013). Sustainable innovation, business models and economic performance: an overview.Journal of Cleaner Production,45, 1-8. Coomer, J. C. (Ed.). (2013).Quest for a Sustainable Society: Pergamon Policy Studies on Business and Economics. Elsevier. Matos, S., Silvestre, B. S. (2013). Managing stakeholder relations when developing sustainable business models: the case of the Brazilian energy sector.Journal of Cleaner Production,45, 61-73.