Work and Employment Spring 2018

21928 People, Work and Employment Spring 2018

Tutorial preparation no. 12

According to the course literature uncertainty about the own future causes resistance. Further, we should keep in mind that some employees have a lower tolerance for change than others, due to their character, personal situation or previous experience. The likelihood that resistance evolves is quite high when employees fear to lose their job. They do not only fear they may not be able to fulfil their new duties after the change in the organisation, but also fear that the change will affect their private life (Samson, Donnet & Draft 2017, p. 452).

To resolve this problem, communication seems to be a critical success factor. Thereby, it is crucial that the communication takes place on an emotional (speaking to their hearts) and an intellectual level (unfreezing: explaining why the change is necessary). Various other techniques can additionally be applied to this situation. Firstly, the manager should involve potential resisters in designing their personal change. It will affect the employees positively, because it gives them the feeling to be in control of the situation, even if that has no impact on the underlying facts.

Secondly, as manager of an organisation, we should seek help at the HR department and negotiate with the affected employees, to find a solution that gives them certainty what is going to be expected by them after the organisational transformation. However, to achieve cooperation and gather acceptance for the desired change. The manager should also consider a solution that supports the employee, if he must leave the organisation. (Samson, Donnet & Draft 2017, pp. 477-78).

Samson, D., Donnet, T. & Daft, R.L. 2017, Management, 6th Edn, Cengage Learning Australia.

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