Accounting technicians scheme west africa
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- Lack of Information
- Threat to social ad interpersonal relationships
- Threat of challenges
| H.3 Reasons for Resistance to Change Employees traditionally resist change because of a variety of reasons ab Fear of the unknown: Most people are often apprehensive and anxious about future changes especially if the changes contemplated are unclear. b) Lack of Information: Some employees might oppose change if they are not properly briefed on the implications of the change to be introduced. c) Fear of unemployment: some employees oppose certain changes if these changes are perceived to be a threat to job security or lead to losses in income or obsolescence of job skills. db Lack of participation in change: employees often accept change more readily if they are allowed by management to participate actively in drawing up and implementing these changes. Where management refuses to involve employees in the process of change, they naturally oppose the change. e) Threat to social ad interpersonal relationships: Employees may oppose some changes if it will negatively affect their social relationship at the workplace. f) Inability (reluctance) to change habits: Employees often develop and become accustomed to certain established patterns of behavior or way of doing things. Changes threaten these and give rise to resistance. g) Threat of challenges: some employees might oppose certain changes if they find it difficult to cope with the demands of the new changes introduced. h) Experience of past changes: employees might resist changes if they had negative experience with previous changes in the past. (i) Threat to expertise. (j) Threat to established resource allocation, power relationship. H.4 Managing Resistance to Change Management could reduce individual or group resistance to change through the following techniques 323 a) Education and Communication-to help employees understand the logic and need for the change. It provides employees with the needed information about the change. b) Involvement of employees in the planning and execution of the changes. Where employees are allowed to participate actively in the design and implementation of the changes they easily adapt to the changes. c) The change must be carried out only after detailed pre-change planning, which should decide on the kind of changes to be introduced the financial and human implications of the changes timing and pace of the changes. d) Management must motivate employees to accept changes by introducing incentives and creating an environment, which will induce employees to accept the change. e) Adapt the pace of change to employees. When changes introduced are faster than employees could cope with, resistance builds up. Let the pace of change be such that will enable employees adapt to them. If the change is gradual people will have enough time to adapt andZ adjust. f) Changes must be introduced at a time when employees will be more amendable to change and will be prepared to make behavioural changes to accommodate the new ideas) being introduced. g) Sometimes resistance to change could be reduced if management takes into consideration the scope of the changes, e.g. instead of introducing the new idea in every department test the feasibility of the idea in one department before extending it to other departments. h) Training of employees could also help provide them with skills required to adapt to the changes being introduced. i) Negotiation managers can negotiate with those resisting change and exchange something of value in return for their cooperation. j) Manipulation and co-optation favour of the exchange and ignore those against. Co-optation involves giving some leaders in the group destiny change key roles in the process, so they may group their resistance management drop their resistance. |