A preview of the PDF is not available
Resistance to Organizational Changes: Psychological Causes and Organizational Conditions
The article discusses conducted study, the purpose of which was the development of science-based systematization of factors for resistance to organi- zational changes of the personnel and its approba- tion. The basis of the developing this idea is that the resistance to organizational changes is a form of organizational behavior and should be studied on three levels: individual, group and organizational one. On the ground of literature review the main (enlarged) factors of resistance in each level were identi ed and we developed a questionnaire where all factors are measured on a 7-point scale. The survey involved 336 line managers in the companies of Nizhny Novgorod that represents di erent spheres of the economy. Submitted data shows that priority guidelines of organizational changes in the Russian companies are technology and human resource management. It was revealed that the resistance to organizational changes of the sta has an average intensity and passive form; however the most intense cause of resistance to changes is human resource manage- ment. Also we found that the greatest in uence on the resistance of the sta shows: at the individual level – the inertia and fear of negative consequences and at the group level – group norms and cohesive- ness. According to the results of the factor analysis a conceptual model of resistance to organizational changes was suggested where psychological causes and organizational conditions are di erent. Designed systematization can be taken as the basis for di erential diagnosis of the psychological causes and organizational conditions of resistance to change. The usefulness of the diagnosis was ap- proved: individual psychological reasons should be studied by quiz of the employees with digital scaling for each cause; socio-psychological reasons – by the survey, supplemented by formal interviews with line managers and group discussions; organizational conditions – by method of group peer review and interviews with top managers of the company, in- cluding HR-managers.