Supporting Change In Organisation Essay

　　Moreover,usually the organization cannot effort to maintain the employee who has a bad attitude in their organization( Bergstrom, 2006).

Hochschild found an attendant who stated that “It’s as if I can’t release myself from an artificially created elation” (4). The attendant felt like she couldn’t break away from the image she created at work even after she left (4). Davies maintains a similar point of view in that workers emotions are being influenced by corporations, but he believes employees can break away from the control of companies. To argue how he believes employees can break away from corporations Davies states “Disengagement is believed to manifest itself in absenteeism, sickness and – sometimes more problematic – presenteeism, in which employees come into the office purely to be physically present” (1). This statement means that employees are resisting work and when they do show up, they are not invested in the job and are not being as productive as possible (1). To prevent this from continuing to happen companies have offered gym memberships and personal counseling as an incentive to work better and increase profits for the company

The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.

The first step in effective change management is to diagnosis the current situation. The diagnosis process involves investigating the organisation and looking at the sources of the problem. This includes the employee’s self-awareness of their own stress and sources. Data can be collected via a questionnaire and interviews. The researchers should investigate the work environment and personal stressors. Such common sources of stress can include workload, role conflict and ambiguity, promotional issues, opportunities to participate, managerial support and communication. It is also important to measure the consequences of stress; these can include moods, performance, job satisfaction, absenteeism, blood pressure and cholesterol levels.

Any change normally involves some threats, real or perceived, or of personal loss for those involved. This threat may vary from job

Changes are very critical to enhance organizational effectiveness. An organization needs to implement changes to stay productive, competitive as well as avoiding calamity in the case of aviation sector. Changes are the process of instilling new attitudes, values, norms and behaviors within an organization to support the way of doing work. However, the implementation of changes is a task that requires adequate planning and design since changes are not always welcome and could lead to individual's resistance to change. (Agboola,& Salawu,2011). The identification

As we all know, change is inevitable and we cannot control the world changing around us, but what we can control is how we can deal with how the employees deal with change. Knowing and understanding the common cause why people is resistant to change gives you the chance to plan your strategy to address these factors.

In 2008, the economy in the United States took a severe downturn into a recession. Due to this recession, the management at Thompson Technology “implemented a companywide hiring freeze to curtail labor costs by 10 percent “ (Gusdorf, 2012, p. 1). The lengthy period of uncertainty, job realigning and numerous changes intensified the overall sense of uneasiness and frustration for the employees, which in turn lead, to employee disengagement. Now that some of the most difficult decisions have been made, Human Resources must address the problem of low morale. This particular issue threatens to cost the company in productivity and loss of human talent. In order for HR to address these issues, they will first need to assess the level of disengagement of the employees. Once the assessment is complete, they can begin strategizing ways to improve employee engagement and maintain productivity.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

(Sniderman, Bulmash, Nelson & Quick, 2007) Employees in Wal-Mart are disengaged because there are four different types of behavioural responses. The first response is ‘exit’. Most of the people that started working in Wal-Mart at the same time as Claude chose to leave within a year. Apparently, high turnover rates existed in Wal-Mart. Secondly, increased voice, Claude’s co-workers became very vocal and increased their voice by complaining to each other about shifts, management and procedures. Thirdly is a sense of decreased loyalty. Claude and his co-workers reduced their involvement within the work setting. They started to think how much Wal-Mart is worth to them. And finally, a sense of increased neglect develops. Claude began to diminish his level of effort. He didn’t want to ‘go the extra mile’ anymore because his manager’s apathetic attitude. These outcomes definitely caused negative impact on productivity, not to mention resulted in lowering the level of employee’s motivation.

When organizational changes are announced, particularly when there is downsizing involved, employees generally divide into one of two groups: those who will attempt to control their fate and those who want to get out before the changes occur. The group taking control will usually dig in, increase their productivity, hit their deadlines and do everything they can to shine in front of their managers hoping they will sail through the changes with their job intact. The remaining employees cope with the changes by avoiding them. You may see these employees taking longer lunch hours, coming in later and leaving earlier or simply not

Employee resistance participants gave a variety of reasons forresistance by employees and managers. The top-five reasons for employee resistance were:

     Companies and organizations are changing continually to be more efficient in what they do. Change is not always readily accepted. Many people like to stay where they are and become comfortable with their current position. Business writers and managers have stated that unless organizations continue to change, they will become stale and inefficient. There have been many change management initiatives such as Total Quality Management, Six Sigma, and the Japanese Kaizen. Although these initiatives carry different names and slightly different processes, they all have a few elements in common. The most important elements for successful change management, as emphasized by the course text Human Resources Management in

 Employees’ perception towards change efforts Goetsch and Davis (2010) report that one of the difficulties organisations face when attempting to facilitate change is the ‘differing perceptions of employees and managers concerning change’. The term perception is described as the process individuals use to give meaning to their environment by interpreting an organisational sensory impression (Brown and Harvey, 2006:108). In addition, Brown and Harvey (2006:108) point out that ‘what one perceives can be substantially different from reality’. This means that the change proposed may be perceived differently by individuals in an organisation. This is simply because peoples’ perceptions are influenced by many factors, of which one’s past experiences with change is one of them. For example, if employees have negative experiences with previous organisational changes, then their perceptions may have a negative impact on the proposed change and vice versa. Because change comes with scepticism and a feeling of threats to the status quo, uncertainty about the future, frustration, and anxiety, it is therefore essential to know employees’ perceptions about changes beforehand. By knowing employees’ perceptions towards organisational change in advance can help change managers understand sources of resistance to change.  Vision for change

If Employee’s jobs are filled with routine and boring tasks or if desired promotions are blocked in the organization, then they are likely to feel an intrinsic sense of loss and become skeptical about findings fulfillment in their careers Career plateau employees are likely to have demotivation and higher labour turnover because they want to advance their careers elsewhere in the environment