The phenomena of change are ongoing. People must adapt to and implement change since dynamic forces are continually at work. Society will stagnate and become despondent if the change is not made. People are open to change in the technical realm, but not in the other, because the latter has far-reaching effects on social transformation. Change, regardless of how advantageous, is typically despised and is always challenging to accomplish. A change should be accepted and implemented with positivity and full support because it brings with it new challenges, new experiences, spirit, and accompanying rewards?(Kondalkar, 2007).
When a management creates a change initiative, the hardest part is unavoidable opposition. The best-laid schemes have met with resistance from workers in the past. Some people may actively oppose it. A manager's plan may be disregarded or sabotaged by many others?(Benowitz, 2001).
According to (Kondalkar, 2007), there are several factors that contribute to employees resisting change and these include:
- Job Security: Job security is one of the main drivers of change. The organization has been downsized more frequently recently as a cost-saving tactic. The adoption of contemporary technologies and processes ought to increase organizational efficiency and prevent staff churn. Hence, employees resist to change in an effort to secure their jobs
- Lack of Communication: The suggested modification will have different connotations to different people. The necessity for change and the procedures to be used for its implementation must be communicated by management in advance. Workers should be included from the start of the change process so that they are a part of it and opposition is much diminished.
- Rapidity and Extent of Change: A leader that is autocratic often introduces change quickly and abruptly. So, resistance may be anticipated to the extent that those who would be affected by the change are under pressure to bring about the change. Resistance would be negligible if the change was of a minor nature and included everyday procedures. On the other hand, if the change is significant and affects a big number of employees, there may be fierce opposition.
- Group Phenomenon: Sometimes people oppose change because the group favors it. Individual behavior that causes people to resist change is largely influenced by the importance of group cohesion, group norms, a group's code of conduct, and the security that the group offers to its members.
- Emotions: When people being affected find themselves in conflict with both forces of change and forces of resistance, resistance is to be expected. If the change is being made on a personal level and there is a history of similar feelings changing, resistance can be to be expected. The resistance would be less if the encounter had been enjoyable. Workers are willing to embrace technical change as long as it does not negatively affect the group's social fabric. If the type of people who would be impacted by the change, resistance might be anticipated. Opposition may also be anticipated if the change disregards the group's already-established structures, especially with regard to traditions and group norms. Thus, it is imperative that proper precautions be taken to protect the emotions of the people.
- Technology:?To expand as an organization, technology must change. People increasingly understand the importance of competition. Modern technology that enhances human abilities must be implemented in the organization. It is crucial to keep in mind that these adjustments shouldn't replace any human resources. Displacement should be accepted to some extent. Introduction of technology that disrupts social relationships and results in economic loss is typically rejected.
- New Practices: More and more female employees are joining firms as a result of the development of technology and education. Some of them are in charge of making important decisions. People resent women's dominance because they find it offensive. Organizations must use the merger and acquisition strategy to survive, but employees oppose it as well.
- Benowitz, E. A. (2001). Principles of Management.
- Kashani, P. E. (2020). The effects of managers on organizational behaviours and functions.