Organizational Change is a Critical Problem Due to Constant Resistance

Organizational Change is a Critical Problem Due to Constant Resistance
Introduction
Organizational change is a critical problem due to constant resistance. The resistance is caused by poor implementation strategies such as lack of proper awareness, inability to meet the employees' needs, and less engagement of the employees in change implementation. Besides, the resistance to change is also caused by communication pitfalls and other leadership problems. The literature review addresses the provided questions and implementation of change using effective strategies. Besides, it also provides reliable data, which will be significant in analyzing the adaptive findings of the research proposal.
Employee Behavioral Properties and Change resistance
According to Cinite & Duxbury (2018), organizational change resistance is majorly caused by poor management of employee behaviors. Cinite & Duxbury (2018) identified that most employees resist change by voicing their opinions. Besides, voicing change is only experienced by the employees concerned about change. Cinite & Duxbury (2018) also concluded that organizations that do not implement change effectively often fail.
The study by Cinite & Duxbury (2018) showed that effective change management must consider employee attitudes and behaviors. However, some instances exist where the employees are blamed for their counterproductive manner without considering the organizational systems. Therefore, there is a need to encourage change resistance mechanisms such as allowing the change agents to embrace the etic approach. Lastly, the study indicated that employers must create an enthusiastic environment to promote change.
Research conducted by Aslam et al. (2018) also agrees with that of Cinite & Duxbury (2018) and links organizational resistance to employees' behaviors and key strategies to overcome resistance. Aslam et al. (2018) state that knowledge sharing is an effective strategy to overcome employee resistance. Aslam et al. (2018) conducted the study using unstructured interviews and thematic analysis to understand how knowledge sharing shapes employee behaviors.
Aslam et al. (2018a) identified that most employees oppose change implementation due to ineffective communication. Aslam et al. (2018a) also identified some aspects, such as political, structural, and cultural barriers in the workplace. Therefore, Aslam et al. (2018a) suggested knowledge sharing as the substantive effective change management. Lastly, Aslam et al. (2018a) advocated for prior research before initiating change to reduce resistance cases.
Aslam et al. (2018b) complement knowledge sharing that Aslam et al. (2018a) advocated for in resistance management. According to Aslam et al. (2018b), management can use specific parameters in promoting change in public and private organizations. Aslam et al. (2018b) based the research on 403 private and public sectors to identify the parameters.
Additionally, Aslam et al. (2018) indicated that social and emotional intelligence is necessary for implementing organizational change, and the two strategies promote openness to change and foster effective communication. Aslam et al. (2018b) also identified that social media should be a key parameter in change implementation. Therefore, the research was effective since it complemented social intelligence, emotional intelligence, and knowledge sharing in promoting change.
According to Rafferty & Jimmieson (2017), knowledge sharing strategies highlighted by Aslam et al. (2018a) and Aslam et al. (2018b) are not enough in resistance management. However, the management must consider employees' well-being before initiating any change. Besides, employees' engagement in collective decision-making is also significant in promoting rapid change implementation.
Rafferty & Jimmieson (2017) found specific elements that managers must consider during change implementation, such as change frequency. The frequency of change is significant since it determines the perceptions that the employees have. Rafferty & Jimmieson (2017) found that infrequent change adversely affects the employee's trust in the organization and causes resistance. Therefore, before initiating change, one must consider the employee's well-being.
Liu et al. (2021) conducted research to identify the need to gain legitimacy in initiating organizational change. Legitimization of change is significant since it reduces the resistance to change. Besides, it promotes trust between the employees and the management, and Lastly, it determines an effective change strategy.
Liu et al. (2021) found that transformational change requires legitimacy to maintain employees' productivity. The findings agree with Rafferty & Jimmieson (2017), who found that engaging the employees in the change process reduces resistance. Lastly, Liu et al. (2021) concluded that a rapid legitimacy mechanism is also essential in reducing resistance.
Change Resistance Management
Heckelman (2017) found that change resistance occurs due to poor management. Change management requires consistent application of specific principles, and the management must consider the principles in all phases of change. Heckelman (2017) found that the key principles which must use include culture transformation, process improvement, cost reduction, and structural reorganization.
Additionally, Heckelman (2017) found that the managem...