What are the factors that hinder or help the employees to succeed in a change process?
Hella, Otto-Juhana (2021)
2021
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2021053112816
https://urn.fi/URN:NBN:fi:amk-2021053112816
Tiivistelmä
The point of departure and motive of this study has been the continuous and accelerating development of change. In this study, the review takes place from the perspective of the employees. The research problem of the study is: What are the factors that hinder or help the employees to succeed in a change process? This research problem is solved with the
help of two research questions (RQ). RQ 1. How does employee resistance to change man ifest itself and at which stages of the change process does change resistance occur? RQ 2. What are the factors that contribute to the successful outcome of the change process for employees and the work community? The research approach is deductive. The study is based on semi-structured interviews. The selected participants (N = 7) had been involved earlier in various organizational change processes. The interview material is analysed
through deductive content analysis method. The results show that resistance to change is evident in the organizational changes experienced by all of the interviewees. Resistance to change was strongest and most diverse in restructuring change content and context occur rences. According to all interviewees, resistance to change was generated and strengthened by organizational cultures, climate and leadership under which employees were provided with little or incomplete information. The results showed that employee resistance was most pronounced at the beginning of the change process. The result of the analysis shows that the factors of a successful change process could be encapsulated into three factors. Firstly, a supportive organizational culture and climate that provides space for communication between management and employees. Secondly, the top management that is providing change leadership cooperates with the employees. Thirdly, the entire change process can assume forms that increase employee readiness to change.
help of two research questions (RQ). RQ 1. How does employee resistance to change man ifest itself and at which stages of the change process does change resistance occur? RQ 2. What are the factors that contribute to the successful outcome of the change process for employees and the work community? The research approach is deductive. The study is based on semi-structured interviews. The selected participants (N = 7) had been involved earlier in various organizational change processes. The interview material is analysed
through deductive content analysis method. The results show that resistance to change is evident in the organizational changes experienced by all of the interviewees. Resistance to change was strongest and most diverse in restructuring change content and context occur rences. According to all interviewees, resistance to change was generated and strengthened by organizational cultures, climate and leadership under which employees were provided with little or incomplete information. The results showed that employee resistance was most pronounced at the beginning of the change process. The result of the analysis shows that the factors of a successful change process could be encapsulated into three factors. Firstly, a supportive organizational culture and climate that provides space for communication between management and employees. Secondly, the top management that is providing change leadership cooperates with the employees. Thirdly, the entire change process can assume forms that increase employee readiness to change.