Organic Change

Frontiers in Psychology, 2023

In the contemporary world of work, organizational change is a constant. For change to be successful, employees need to be positive about implementing organizational change. Change engagement reflects the extent to which employees are enthusiastic about change, and willing to actively involve themselves in promoting and supporting ongoing organizational change. Drawing from Kahn's engagement theory, the research aimed to assess the influence of change-related meaningful work, psychological safety, and self-efficacy as psychological preconditions for change engagement. The study also aimed to test the indirect associations of the change-related psychological preconditions with proactive work behavior through change engagement. Survey data from a Prolific sample (N = 297) were analyzed using confirmatory factor analysis and structural equations modeling. In support of the validity of the model, the results showed that change-related self-efficacy, psychological safety, and meaningfulness had significant direct effects on change engagement, explaining 88% of the variance. The change-related psychological conditions also had significant indirect effects on proactive work behavior through change engagement. The findings therefore suggest that employees who exhibit higher levels of change-related self-efficacy, psychological safety, and work meaningfulness are more likely to support and promote organizational change, and to proactively engage in innovative work behavior. In practical terms, organizations that create the psychological conditions for change could significantly improve employee motivation to change and to innovate, which in turn would increase the likelihood of successful organizational change, and improved organizational competitiveness. Study limitations and directions for future research are discussed. KEYWORDS employee attitudes to change, change engagement, psychological conditions, meaningful work, psychological safety, change self-efficacy, proactive work behavior psychological conditions for employee change engagement TYPE

Frontiers in Psychology

The purpose of this conceptual article is to introduce the construct of change engagement and a model that also consists of change-related organizational resources, change-related job resources and demands, and change-related personal resources. We propose that change engagement is a construct that is theoretically and practically useful for understanding employee reactions to and adoption of organizational change. Drawing from existing models of employee engagement, we add to the change literature by identifying salient change-related organizational resources, job resources, job demands, and personal resources in a previously validated framework that brings together the literature on both engagement and change. By using the proposed change engagement framework, practitioners and researchers will potentially be able to effectively diagnose, manage, and optimize employee change readiness and enthusiasm for ongoing change. Furthermore, the change engagement model (CEM) provides practitioners and researchers with a comprehensive and practically useful model that will be easy to comprehend and communicate. The model can be applied to the planning, implementation, and evaluation of discrete change initiatives, as well as to ongoing change. The model is therefore well-suited to contemporary organizational contexts where change is widely recognized to be a constant.

2020

The purpose of this research is to explore the nature of employee resistance to organizational change, and to understand why resistance occurs and how to minimize resistance and facilitate the process of change. It is examined some key elements of organizational change such as the scale of change, change enablers, change methods, and change response. It is considered the cognitive, affective, and behavioral reactions of employees to organizational change, and how these reactions are shaped by individual personalities, the method of implementation, and the management styles and relationships with employees. In addition, this paper includes some research-based recommendations aiming to reduce resistance to change and to facilitate the change process.

2013

The purpose of this article is to describe the importance of establishing organizational development initiatives during organizational change. The sense of urgency to promote change in the workplace has been a focal point for most organizations in an effort to remain competitive. Unfortunately, the humanistic approach has been exchanged for undeliverable expectations, which has led to dysfunctional organizations throughout America. Therefore, employees are most likely to resist organizational change due to the lack of understanding, or the promotion of undeliverable expectations. In an effort to address these issues, organizational development v. 3, Mustang Journal of Management & Marketing, 2013 interventions are needed in order to streamline organizational change initiatives. A complete analysis and recommendations will be included to promote a positive work environment during organizational change initiatives.

isara solutions, 2019

Businesses are dynamic, undergoing continuous transitions, due to globalization, technological advancements, tough competitive environment, changes in consumer preferences, social & economical changes or government policies & procedures, leaving no choice for organizations other than adapting change for survival, growth and development. This created a complete new concept of organizational change resulted due to occurrences of changes in organizational system that disturb by internal & external forces of change. The present study reviews the types & theories of change. The change is often undesirable & face resistance due to several factors like are preference for status quo, fear of unknown, social displacements, obsolescence of skills, economic factors, peer pressure, resource limitations, organizational structure, etc. The present considers employee participation as a pre-requisite for introducing change in organization & reduces resistance. The descriptive study is done conducting a survey at BCL Ltd., Bathinda. The responses collected were analyzed t-test.

Research Proprosal, 2023

Resistance to change is the first barrier to change management. As a result, employers encounter difficulty initiating or executing change. This issue causes their change processes to fail. In addition, management commitment, the vision/quality of the change, the leadership, and communication and organizational culture impact change failure. To remain relevant, Employers must critically address their internal and external environments and focus more on the human aspect for effective change implementation success. Purpose: The paper aims to address the emotional reactions that cause employee resistance to change. The study argues that to manage change effectively, adopting a consistent organizational framework is critical to making change work. Research Methodology: The study will adopt a mixed-methods approach while administering the structured interview to process the qualitative research findings, using a scientific survey to quantify and analyze the statistical data of the outcome. One hundred and fifty (150) research participants from 25 organizations will be interviewed and surveyed. The current paper will use the criterion-based sampling technique. Additionally, having been critically analysed by the researcher, the method is considered more appropriate for the study. Findings/Originality of the Study: The research will determine if adopting a paternalistic framework culture every time a change occurs within an organization will make change work. The literature argues that learning about the diversity of the workforce, where each member learns about their unique individual personality types, can mitigate employees' emotional reactions to change. The model is what gives the research its uniqueness. Research and Scientific Contribution: The study will help global managers make more informed change decisions. This critical thinking or knowledge base will benefit change managers and organizational development practitioners by enhancing their learning and reflective practice skills in making change work every time.

This study aims to evaluate the effect of employee engagement on readiness to change. The approach used in this study is a quantitative approach. The population of this study was the employees of PT.X, with a total of 60 people used as the study sample. Then, for the data collection method used in this study is Likert scale, in which the Likert scale is used to measure the statements submitted in the questionnaire that represent the indicators of each variable in this study. After the data has been collected, the data was analyzed using SPSS 25 software. Based on the results of this study, it was found that there is significant effect of employee engagement on readiness to change.

International Journal of Management & Information Systems (IJMIS), 2013

As change management becomes an essential ingredient of organizations performance, the body of literature describing successful and unsuccessful change management initiatives continues to expand. Numerous articles and studies provide an insight into the nature of change management and its most common pitfalls. The most recurring themes include resistance to change, readiness for change, leadership effectiveness, employee commitment and participation in change initiatives, and the roles and competencies needed to ensure the success of strategic change. The present article focuses on one of these themes: resistance to change. Understanding of resistance may enable managers to reduce conflict and increase collaboration. To meet these challenges, leaders must be trained and educated to overcome resistance to change. This article points out important types of resistance for organizations to address.

Scite press, 2019

The pace of technological development has rapidly changed, so it forces organizations to adapt, and one of the critical thing for change organization is to get employee commitment and reduce employee resistance to change. The aims of this paper are to study the relationship between resistance to change and affective commitment to change mediated by work engagement in one of the large companies in Indonesia. This study discusses the issue of the existence of work engagement at resistance to change and affective commitment to change with previous research showing that engagement influences commitment to change. The dimensions of resistance to change are routine seeking, emotional reaction, short-term focus, and cognitive recognition. The dimensions of work engagement are vigorous, dedication and absorption. Both of these variables are associated with affective commitment to change. The result (N = 334) shows that the mediating role of work engagement in resistance to change can improve affective commitment to change. But the absorption dimension does not have a significant relationship with a commitment to change. It shows that working with high concentration and sinking into work does not sufficiently influence the affective commitment to change.

2016

Organizations are expected to enhance their capacity to ensure employees are provided with the necessary support for the acceptance for change initiatives. Review of relevant literature reveals that high extents of organizational activities towards acceptance of change are unsuccessful as studies have generally agreed that employee resistance is one of the leading causes for the failure of change initiatives (Bovey and Hede, 2001; Beer and Nohria, 2000). In studies that have inspected the conditions in which workers support authoritative change, specialists have concentrated on different attitudinal factors that represents employees’ states of mind toward hierarchical change. These factors include preparation for change, responsibility to change, openness to change, and pessimism about authoritative change. These factors have distinct meaning and implications for the organization and thus serve as representative assessment of employees’ evaluation and worries about specific change a...