Causes of Workers Resistance to Change in an Organization
Chapter One
OBJECTIVES OF THE STUDY
- Examining the causes of changes in the organization.
- Determining the strategies of changes in the organization.
- Knowing the ways of managing resistance to change in an organization.
CHAPTER TWO
LITERATURE REVIEW
INTRODUCTION
Our focus in this chapter is to critically examine relevant literature that would assist in explaining the research problem and furthermore recognize the efforts of scholars who had previously contributed immensely to similar research. The chapter intends to deepen the understanding of the study and close the perceived gaps.
Precisely, the chapter will be considered in three sub-headings:
- Conceptual Framework
- Theoretical Framework
- Chapter Summary
CONCEPTUAL FRAMEWORK
Change
Change processes are driven by several strategic considerations” (Schilling & Steensma, 2001). Balogun and Hope Hailey (2008) point out that change processes are the need to improve business performance. People resist change because change is seen as a threat to them, their status and financial rewards. Joan Woodward (1968) (cited in Armstrong, 2010) made this point clearly, “resistance to change, employees are emotional to change or unjustified and do not respond appropriately to changes”. However, some people will welcome change as an opportunity. Employees who welcome change can be used to help introduce changes as agents of change (cited in Armstrong, 2010). In organisations, resistance to change is related to concerns about the implications of change, and there seems to be some attitude or behaviour that demonstrates willingness to support perverted changes (Mullins 2005; Schermerhornet et al., 2005) (quoted in Yılmaz & Kılıçoğlu, 2013). Globalisation, economic crises, “developments in information and communication technology, demographic changes dramatically force human beings to change” (Ragsdell, 2000). Change management programs must have been the result of many people resisting change. There are many people who are stimulated by change and see it as a challenge and an opportunity. But they are a few. People have one of the following reasons for resisting changes (Armstrong, 2009):
This will not work;
We have made the change;
Change is first tried but unsuccessfully;
This is not practical;
It will not solve the problem;
Change can be dangerous;
It’s purely based on theory;
These changes will cost us a lot;
Categories of Change
Change on the basis of its causes:
Internal and external forces: External forces are due to its general environment (international, economic, socio cultural, and political legal dimensions) and task environment (competition, customers, suppliers, regulators and strategic allies) which make change, called exogenous change. The internal forces are proceeding from within and derived internally (culture, organizational strategy) and are sometimes reflection of external environment. Internal forces create change which is called endogenous change.
As measurement/solution to complex problems in organization e.g. change for controlling high operating losses, theft, corruption, and safety threats in the working environment of organization. (Macri et al, 2002; Burnes, 2004; Kanter et al, 1992 p.211; Woodward Nancy, 2007; Trader, 2002).
Change On The Basis Of Its Implementation Or Adaptation
Adaptive & proactive: Adaptive change is more directed towards changes and management on day to day organizational transactions. When an organization changes some of its core attributes to fit environmental contingency. On the other hand in proactive change the organization changes to secure from future threats and potential problems.
Planned & Unplanned: In planned change, the direction of change is controllable. It is mostly group based on, consensual, and relatively slow in nature. Lewin’s three steps model (unfreeze, Move, Refreeze) is a good example of planned change. Unplanned changes are those which occur independently of the system’s intentions, but to which it has to respond (e.g. an unexpected change in demand, a machine breakdown or faulty supply) (Correa and Slack 1996). (Schein, 2002; Fernandez, 2007; Burnes, 2004).
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
This chapter discusses the researcher’s design and methodology for carrying out this research. It also shows the analysis and a test of research hypothesis.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals, as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes individuals or elements that are homogeneous in description.
This study was carried out to analyse the causes of workers resistance to change in an organization using selected banks in Edo North sartorial district as a case study. Hence, in the course of this study, six (6) banks in Edo North sartorial district were selected which include;
Union Bank of Africa (UBA), First Bank plc, Intercontinental Bank plc, Oceanic Bank plc, Fidelity Bank and GT Bank
Hence, all the staff of the above selected banks form the population of the study.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of one hundred and eighty (180) questionnaires were administered to respondents of which one hundred and fifty (150) were returned and all were validated. For this study a total of 150 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS:
Introduction
This chapter summarizes the findings into the causes of workers resistance to change in an organization using selected banks in Edo North sartorial district as a case study. The chapter consists of summary of the study, conclusions, and recommendations.
Summary of the Study
In this study, our focus was on the causes of workers resistance to change in an organization using selected banks in Edo North sartorial district as a case study. The study specifically was aimed at checking the compliance or otherwise, of the accounting standards by business entities, study the effects of the various accounting standards produced by Nigerian Accounting Standard Board on the financial report and draw conclusion on their effectiveness and make recommendation where necessary.
The study adopted the survey research design and purposively enrolled participants in the study. A total of 50 responses were validated from the enrolled participants where all respondent are active members of Institute of Chattered Accountants of Nigeria.
Conclusions
The major categories factors responsible for change resistance in an organization can be categorized into two major parts which are the individual factors and situational factors. However to improve organizational quality through change, several strategies have been identified to overcome resistance to change. Hence based on the findings of this study, the researcher made the following conclusion;
- The consultation of workers by management before introducing change will influence the way they react to change in the organization.
- Changes have impact on works well-being in the organization.
Recommendation
Based on the analysis and findings of this study, the research recommends that n other to make change achieve its intended objective, change should be managed there are different strategies of managing change and among such strategies are, education, communication, participation, building of climate of trust and effective leadership. The adoption of particular strategies for managing change in the organization should be contingent on the situation of change.
Suggestion For Further Studies
This the current study is focused on examining the causes of workers resistance to change in an organization, it is therefore suggested that further studies should be conducted on the effect of organizational change on workers performance.
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