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(searched for: Employee’s Resistance and Organizational Change Factors)
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Machteld S. E. de Vries, Michiel S. de Vries
Published: 6 April 2021
Public Money & Management pp 1-10; doi:10.1080/09540962.2021.1905258

Abstract:
Repetitive reorganizations cause change fatigue, which creates employee resistance to further organizational change. This paper investigates how such fatigue arises. The results show that uncertainty and workload are mediating factors. The effect of change fatigue is not moderated by the perceived success of the prior reorganization, participation in that process, or leadership characteristics. It is only slightly moderated by the satisfaction of employees about the communication during the prior organizational reorganization.
Gentisa Furxhi
European Journal of Business and Management Research, Volume 6, pp 30-32; doi:10.24018/ejbmr.2021.6.2.759

Abstract:
Organizations need to change due to challenges they are facing caused by the dynamic environment where they operate. Also, organizations undertake changes because they have new ideas to improve their performance. So, organizational changes are imposed by factors of external or internal environment. The aim of every change is to improve organizational performance by increasing its effectiveness. Sometimes, changes are proposed during crises time. In crisis’s situation, organizations need to cut their costs, and the most common change is reducing staff. In every situation, change is something new for employees. Change affect employees because they are going to implement it. They can show positive attitude/behavior (readiness to change) or negative attitude/behavior (resistance to change) to proposed change. When employees show positive attitude, they agree on change and they are motivated to implement it. On the other hand, negative attitudes reflect that employees do not agree to organizational change. They are not motivated to involve in organizational change and sometimes they refuse it. Change managers are interested to have employees which are motivated and opened to change because this can lead to a successful change management process. On the other side, resistance to change can lead to the failure of change, because resistance may create costs and delays into change management process. This paper will explain which factors impose organizations to undertake changes time to time. Also, it will analyze how employees behave during organizational change. The aim of this paper is to explain why employees resist to organizational change and how can change managers reduce employees resistance.
Anastasiya Sergeevna Timoshchenko, Vera Gennadievna Gryazeva-Dobshinskaya, Yuliya Aleksandrovna Dmitrieva
Психология. Психофизиология, Volume 13, pp 49-57; doi:10.14529/jpps200406

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Published: 6 January 2021
Journal of Decision Systems pp 1-24; doi:10.1080/12460125.2020.1870065

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Okechukwu E. Amah, Marvel Ogah
Work-life Integration in Africa; doi:10.1007/978-3-030-69113-4

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, Gabriele Giorgi, Horacio Molina-Sánchez, Javier Fiz Pérez
Published: 8 December 2020
Frontiers in Psychology, Volume 11; doi:10.3389/fpsyg.2020.623036

Abstract:
Editorial on the Research Topic The Future of Work in Non-profit and Religious Organizations: Current and Future Perspectives and Concerns Non-profits and religious organizations support the state's public services contributing to mitigate critical situations in developing countries, or to improving the welfare status in developed countries. Despite their unquestionable social role, little is known about the functioning of these organizations from a management point of view. In the past, the survival of these entities has been based on the identification and commitment displayed by some of their members: partners, donors, volunteers or members of religious associations, among others. Recent studies have shown that working in such organizations is very demanding from an emotional point of view, to this we must add workers' low salaries, the instability of the job position and the extenuating work time. All of this leads to low levels of well-being and higher staff turnover rates. The decreased admission of members in religious organizations together with the reduced capacity of the non-profit organizations to attract and maintain the employees might jeopardize the long-term survival of these entities. Despite this risk, there is a marked resistance to change in the sector that embodies, among other things, an aversion to anything that involves the incorporation of criteria concerning professional management. Indeed, it is believed that professionalism would create a change of style exclusively focused on increasing the productivity, leading, in worst cases, employees to question the principles motivating them to work in a non-profit or religious organization. The challenge in this situation is for professionalization to be respectful toward the mission and charisma moreover to present an opportunity for the employees' personal growth. Furthermore, technological and digital improvements are expected due to the recent deployment of machines, robots, digital connectivity, and artificial intelligence in the workplace. Non-profit and religious organizations may suffer from technological development; the risk is to decrease the human side, and orientation characterizing these organizations. In this context, the increasing rate of non-standard forms of employment has replaced the traditional productive organization, based on full-time and permanent employment, with a system based on flexible under-employment, plural, and decentralized work causing instability, non-protection and vulnerability of the employee. For example, these concerns are presented by the International Labor Organization's Future of Work Initiative, that calls for an in-depth examination of the future of work to provide decent and sustainable work opportunities for everyone. Promoting a sustainable and decent future of work is essential to focus on research to promote higher levels of work and society, decent jobs for employees, work for the organization and work production, and finally organized governance of work. Accurately, this special issue is focused on the future of work in non-profit and religious organizations. Most of the 14 articles published in this special issue are empirical contributions involving 54 authors from different regions of the world, mainly from Europe and America. The published works approximate a wide range of entities (charitable organizations, non-profit hospitals, fraternities and brotherhoods, catholic schools.), addressing the topic of research from different areas and fields of knowledge, such as Management, Economics, Occupational & Organizational Psychology, law, Humanities and Philosophy, Sociology and Social Work and Ethics and Sustainability, among others. The study of the same phenomenon from different prisms offers a variety of perspectives that undoubtedly enrich scientific knowledge on the subject. In this sense, the contributions of this special issue make an interdisciplinary approach that will improve the overall well-being of workers, their effectiveness, commitment and productivity. All this will help ensure The Future of Work in Non-Profit and Religious Organizations. As a whole, the published manuscripts address four significant areas of interest to the academy. First, five articles focus on the performance of such organizations in order to ensure the long-term survival of such organizations. Descending to the micro-level, the second area of interest is the non-profit organization-client relationship, whether it is an immigrant, patient, student or any other beneficiary of the service provided by these organizations in society. Specifically, three articles highlight the importance of proactively managing this relationship as a critical factor in the success of these organizations in fulfilling their mission. Without moving away from the micro-level, the third area of interest is the different groups that collaborate in this type of entity (lay, religious, volunteer, employees.), analyzing different outcome variables that show what it means for them to work (in exchange for economic remuneration or without it) in an entity that puts social purposes before profit. The fourth and final area of interest is a call of attention to the managers of these entities, warning them of the need to exercise strong and committed leadership. In this sense, two of the published articles analyze the style of leadership in these organizations, betting on servant leadership as the most consistent with the mission of these entities. As noted above, five manuscripts treat the performance of the non-profit and religious organization. The article by Acosta-Prado et al. uses a health sector personnel working in Colombian non-profit hospitals (NPHs) to analyze certain human resources practices that can reinforce any regular organizational performance. Results obtained through Partial Least Squares Structural Equation Modeling (PLS-SEM) confirm the influence of human resource management on...
І. Dorosh
Journal of Lviv Polytechnic National University. Series of Economics and Management Issues, Volume 4, pp 144-152; doi:10.23939/semi2020.02.144

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Korhan Arun, Suat Begeç, Olcay Okun
Journal of Research in Marketing and Entrepreneurship; doi:10.1108/jrme-09-2019-0074

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Jamillah Williams, Jonathan Cox
Published: 31 August 2020
SSRN Electronic Journal; doi:10.2139/ssrn.3707104

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Zaeem Ahmed, Danish Ahmed Siddiqui
Published: 29 August 2020
SSRN Electronic Journal; doi:10.2139/ssrn.3683238

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Human Resource Management International Digest, Volume 29, pp 4-6; doi:10.1108/hrmid-07-2020-0167

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Edward W Woody Ii
Military Medicine, Volume 185; doi:10.1093/milmed/usaa184

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Management and Leadership Skills for Medical Faculty and Healthcare Executives pp 219-228; doi:10.1007/978-3-030-45425-8_23

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Published: 11 June 2020
Sport in Society pp 1-19; doi:10.1080/17430437.2020.1773432

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Laura Zapata-Cantu
International Journal of Emerging Markets; doi:10.1108/ijoem-01-2019-0015

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, Juyong Jung,
International Journal of Public Administration, Volume 44, pp 636-647; doi:10.1080/01900692.2020.1742738

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, Shih-Jhe Lin
Journal of General Management, Volume 45, pp 163-175; doi:10.1177/0306307019892708

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Ali Allaoui, Rachid Benmoussa
Journal of Organizational Change Management, Volume 33, pp 253-288; doi:10.1108/jocm-08-2018-0232

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Advances in Business Strategy and Competitive Advantage pp 152-175; doi:10.4018/978-1-7998-4252-1.ch007

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Fatima Zehra, Danish Ahmed Siddiqui
Published: 28 December 2019
SSRN Electronic Journal; doi:10.2139/ssrn.3510555

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Cailing Feng, Mulyadi Robin, Lisan Fan,
Published: 11 December 2019
Personnel Review, Volume 49, pp 1069-1090; doi:10.1108/pr-05-2018-0163

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, Nohora Mercado-Caruso, Amelec Viloria
Crisis Management for Software Development and Knowledge Transfer pp 330-340; doi:10.1007/978-981-15-1564-4_31

Abstract:
Current global and complex economies demand change and restructuring processes. Besides the usual continuous change in their personal lives, when talking about changes in their working environment, employees offer considerable resistance. Difficulties related to managing this resistance on the part of the company will ultimately lead to organizational failure. Aimed at filling this gap, the present research provides a management model addressing both implicit and explicit resistance. The model comprises six key factors: leadership, communication, valuable HR retention, training, participation, and flexibility. Besides the theoretical model, it has been carried out a case study of a multinational company in the mechanical engineering sector, providing researchers and professionals with a roadmap of actions to manage the identified key factors. Furthermore, results reveal that Human Resources are no longer operational support. Instead, they represent a crucial asset to achieve the expected results in innovation and obtaining a sustainable competitive advantage.
Charlotte Schulz-Knappe, Thomas Koch, Johannes Beckert
Corporate Communications: An International Journal, Volume 24, pp 670-685; doi:10.1108/ccij-04-2019-0039

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, Mark R. Landahl
Published: 1 August 2019
Journal of Urban Management, Volume 8, pp 272-281; doi:10.1016/j.jum.2019.03.001

Abstract:
The ability of emergency management organizations to perform effectively in the eyes of the public has been argued to stem from organizational culture, and a proclivity to overcome path dependent effects that may inhibit changes to enhance service provision. One mechanism argued to be effective in overcoming organizational path dependence and ineffective service provision is public entrepreneurship. Several contextual characteristics of public entrepreneurship are necessary to spur innovation. This study examines the presence of contextual factors shown to encourage public entrepreneurship within FEMA, which are also applicable to local urban governance. FEMA has long been argued as ineffective and resistant to organizational change. Using a sample of FEMA employees, this study finds that most FEMA employees perceive the organization to be open to public entrepreneurship; however, this perception is influenced by individual's personal characteristics. In addition to findings, this study offers recommendations for future research and implications in the area of public entrepreneurship within emergency management.
, Aleksandra Polak-Sopinska, Anna Maczewska, Tomasz Berner
Advances in Human Factors, Business Management, Training and Education pp 391-401; doi:10.1007/978-3-030-20154-8_36

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Vladimir Mirković, Jelena Lukić, Snežana Lazarević, Željko Vojinović
Proceedings of the 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management; doi:10.46541/978-86-7233-380-0_46

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S. A. Sabra, A. M. Aamer
Indonesian Journal of Computing, Engineering and Design (IJoCED), Volume 1, pp 1-8; doi:10.35806/ijoced.v1i1.31

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J. Rani
Published: 1 April 2019
Restaurant Business, Volume 118, pp 72-75; doi:10.26643/rb.v118i4.7643

Abstract:
Organizational Change is a transformation of an organization from its present state to desired future state. Organizational change is to maintain a competitive position as well as the company sustainability in a competitive market. It may involve a change in a company’s structure, strategy, policy, procedure, technology or culture. Organizational change may occur due to a many reasons and for the benefits of the employees as well as the organization. The purpose of this study is to analysis employees challenges in adopting to organizational change in steel industries using the factors such as reason for the change ,benefits of employees , awareness of the employees about the change and causes of resistance shown by the employees .The data was collected from the employees through convenient sampling technique by using the self-prepared questionnaire and has taken a survey with some of the sample employees in the industry and the result have been analyzed using a statistical tools such as Percentage Analysis, Chi Square Test, Correlation and Anova it measures the major finding and also provided with the suggestion for this study.
, Matthew C. B. Lyle, Lauren C. Hindman, Mark A. McDonald
Published: 18 February 2019
Journal of Change Management, Volume 19, pp 266-282; doi:10.1080/14697017.2019.1584121

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Journal of Small Business and Enterprise Development, Volume 26, pp 18-42; doi:10.1108/jsbed-01-2018-0034

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Igor Igorevich Stashkevich, Donbass State Engineering Academy
Economy of Industry, Volume 4, pp 102-120; doi:10.15407/econindustry2018.04.102

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Stacy Ann Stacy Ann Van Gorp, University of Iowa
Published: 29 November 2018
The publisher has not yet granted permission to display this abstract.
Imanol Belausteguigoitia Rius,
Management Research: Journal of the Iberoamerican Academy of Management, Volume 16, pp 248-269; doi:10.1108/mrjiam-07-2017-0768

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Nicholas Jackson
Organizational Justice in Mergers and Acquisitions pp 95-119; doi:10.1007/978-3-319-92636-0_4

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Revista de Administração da UFSM, Volume 11, pp 195-212; doi:10.5902/1983465916081

Abstract:
The aim of this research is to identify how individual and organizational variables affect workers’ reaction to resist or cooperate with organizational change. In order to test the research hypotheses, we investigated the implementation of the individual evaluation assessment of the Minas Gerais state employees, employing a survey in 679 public employees from the State Secretaries of Educations, Health, and Planning. The results indicate that the level of resistance to change is influenced largely by the difficulties in recognizing the organizational change process, followed by the teamwork influence, and the level of the perceived threat to social environment. Lastly, the organizational factors, such as previous unsuccessful changes and lack of organizational consistency, seem to exert less influence on the individual decision to resist. The major contribution of this research to the academy and organizations is to allow the identification of the main sources of resistance to change and the cooperation to change. Therefore, it may be possible to enhance the organizational change process at the public sector in order to meet public employees´ expectations and, ultimately, offer empirical support to public administration try to improve the quality of services to the population.
The Journal of Applied Behavioral Science, Volume 54, pp 113-139; doi:10.1177/0021886318757997

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International Journal of Training and Development, Volume 22, pp 15-33; doi:10.1111/ijtd.12116

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Published: 2 January 2018
Baltic Journal of Management, Volume 13, pp 104-124; doi:10.1108/bjm-06-2017-0171

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Deepshikha Chatterjee
Academy of Management Proceedings, Volume 2017; doi:10.5465/ambpp.2017.14754abstract

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, Dejen Alemu Abetwe
Frontiers in African Business Research pp 13-35; doi:10.1007/978-981-10-4536-3_2

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L. Zakharova Zakharova, E. Korobeynikova
European Journal of Social Sciences Education and Research, Volume 10, pp 295-295; doi:10.26417/ejser.v10i2.p295-295

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Dorte Lønsmann
International Journal of Cross Cultural Management, Volume 17, pp 101-123; doi:10.1177/1470595817694658

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Published: 20 February 2017
Management Research Review, Volume 40, pp 122-141; doi:10.1108/mrr-08-2015-0183

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Published: 13 February 2017
Journal of Managerial Psychology, Volume 32, pp 104-118; doi:10.1108/jmp-02-2016-0039

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, Ivana Ušljebrka
Published: 2 February 2017
Oeconomica Jadertina, Volume 4; doi:10.15291/oec.279

Abstract:
This paper theoretically proves that the organizational culture is a key factor for a successful implementation of organizational changes. Looking at the dynamic environment in which today's business organizations exist, it is clear that organizational changes have become a necessity needed for their survival. It does not matter whether it is a minor improvement of the peripheral segment of the organization or its complete transformation – what is inevitable is the change of the human factor. Since man is by nature an inert being, likes security, routines and certainty, it tends to oppose any changes, especially when it comes to radical changes in which his participation is minimal, if any. In such a situation, in order to reduce the human resistance to changes to a minimum, and achieve the willingness of employees to change, it is necessary to influence their attitudes, mindset and behavior. The organizational culture plays a key role in this process. The organizational culture through its values, beliefs, customs and norms shapes the behavior and attitudes of people within an organization, influences the readiness to change, as well as its later successful implementation. The paper concludes that the manager, prior to the implementation of organizational changes, should carry out a cultural analysis and then institutionalize those organizational values that encourage the construction of a positive attitude toward organizational change, as well as the building of organizational commitment and the trust in the management.
Batool Bader Al-Asoufi, Abdelhakim Oqlah Akhorshaideh
Journal of Public Administration and Governance, Volume 7; doi:10.5296/jpag.v7i1.10849

Abstract:
The purpose of this study is to examining the Impact of employee empowerment on the success of organizational change, within the privatized enterprises in Jordan, also the study examined four significant factors which influence the success the employee empowerment process those are (Talent Management, Leadership Styles, Employee Training, Rewards) and their impacts on the success of organizational change. A total of (143) questionnaires has been distributed, it was returned constituting approximately (99%) from those distributed to targeted samples in each of Electricity Distribution Company and Jordan Phosphate Mines Company.The data were tested using simple and multiple regression tests to examine the study hypotheses. The findings showed that there is a significant impact of employee empowerment on the success of organizational change, also there is significant impact of employee empowerment factors (Talent Management, Leadership Styles, Employee Training, Rewards) on the success of organizational change. Also, the results showed the importance of providing sufficient information about the nature of change and its positive impact to raising the level of readiness for it and reducing the resistance.Keywords: Empowerment, Organizational Change, Enterprises, Jordan
, Olumide Henrie Benedict
Published: 2 January 2017
JOURNAL OF COMMUNICATION, Volume 8, pp 69-76; doi:10.1080/0976691x.2017.1305685

The publisher has not yet granted permission to display this abstract.
Published: 2 January 2017
JOURNAL OF COMMUNICATION, Volume 8, pp 77-86; doi:10.1080/0976691x.2017.1305686

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Management Theory and Studies for Rural Business and Infrastructure Development, Volume 38, pp 436-443; doi:10.15544/mts.2016.35

Abstract:
The publication analyses the problem of evaluation of managers’ leadership. Purposeful and efficient leadership of management staff may determine successful activity of employees and decrease employees’ resistance to changes in unstable organizational environment. The research goal – having analysed theoretical assumptions of leadership assessment of managing personnel, to determine possibilities of their practical application in business organization. For the evaluation of leadership, the paper proposes to apply one of the most popular instruments of leadership assessment – multi-factor questionnaire of leadership. This instrument allows determining leadership style. Empirical research was performed in the construction business company CSC „Aukstata“. Results of the pilot research confirmed the possibilities to apply multi-factor questionnaire of leadership in case of business companies in Lithuania. The research results showed the strongest expression of idealized influence, awards depending on the results in the construction business company.JEL Codes: M12, O15.DOI: https://doi.org/10.15544/mts.2016.35
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