Resistance to organizational change. Case study: merge of company A and company B
Prokopova, Tatjana (2022)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2022120125626
https://urn.fi/URN:NBN:fi:amk-2022120125626
Tiivistelmä
The thesis idea originates from the company A employee satisfaction survey results, participation rate of which in 2021 was only 15% of the production site employees. During the info meetings, which were conducted to encourage higher participation rate in 2022, possible signs of organizational resistance to change were noticed by the researcher. Since the company announced news of the merge with company B, the change management topics have gained importance.
The objective of the thesis was to look for the signs of resistance and assess resistance to change in employees of company A through the beginning of the merge process; propose measures to help employees adapt to the merge. This thesis looks specifically at company A employees over the period of September to November 2022.
This problem affects both company A employees and the employer, as well as the base for the new company. It can be an example for other companies planning a merger – the process of change is ubiquitous, and employee resistance has been identified as a critically important contributor to the failure of many well-intend and well-conceived efforts to initiate change within the organization (Jain, Asrani, & Jain, 2018).
The results of the employee satisfaction survey 2022 were analysed and 5 in-depth interviews with the employees were conducted in the search for the signs of resistance to organizational change. The research is qualitative as the survey had been already conducted by the company. The attention was given only to open-end questions and comments of the above-mentioned survey.
After analysing research results, it became clear that the company is currently managing change quite efficiently and should continue with the regular updates and the info meetings, which have been mentioned several times during the interviews in a highly positive way. It is suggested to improve the digital communication channels.
The objective of the thesis was to look for the signs of resistance and assess resistance to change in employees of company A through the beginning of the merge process; propose measures to help employees adapt to the merge. This thesis looks specifically at company A employees over the period of September to November 2022.
This problem affects both company A employees and the employer, as well as the base for the new company. It can be an example for other companies planning a merger – the process of change is ubiquitous, and employee resistance has been identified as a critically important contributor to the failure of many well-intend and well-conceived efforts to initiate change within the organization (Jain, Asrani, & Jain, 2018).
The results of the employee satisfaction survey 2022 were analysed and 5 in-depth interviews with the employees were conducted in the search for the signs of resistance to organizational change. The research is qualitative as the survey had been already conducted by the company. The attention was given only to open-end questions and comments of the above-mentioned survey.
After analysing research results, it became clear that the company is currently managing change quite efficiently and should continue with the regular updates and the info meetings, which have been mentioned several times during the interviews in a highly positive way. It is suggested to improve the digital communication channels.