Human Side of Change and Its Relation with Success Essay Example
Human Side of Change and Its Relation with Success Essay Example

Human Side of Change and Its Relation with Success Essay Example

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  • Pages: 10 (2722 words)
  • Published: April 2, 2017
  • Type: Research Paper
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Understanding the Human Aspects of Change for Effective Change Management and Leadership Success

In our ever-evolving world, new ideas emerge daily, technology constantly alters our perspective, customers with unique preferences enter our market, economic conditions fluctuate, and social and cultural values shift. With these catalysts for change in mind, it is clear that change is an ongoing process. Every manager must possess the knowledge of how to implement effective change management within their organization regardless of their leadership style if they wish to achieve success as a leader. Therefore, grasping the human side of change becomes crucial in the journey towards effective change management.

During the world war, army organizations maintained an efficient bureaucratic and inflexible structure for effective management. However, the focus on change did not prioritize the human element, as employees were required to adapt without considering their personal be

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liefs. Employee involvement and consultation were minimal, with no attention given to understanding the impact of change on individuals.

According to Warren Bennis (1969), during the mid-20th century, a management style that relied on commands and discipline was effective due to a stable operating environment. However, as times have changed, organizations cannot be managed in the same way they were before. Bennis argues that "bureaucratic structures are unable to deal with complexity" and suggests using "adaptive structures" as an alternative for managers who face changing environmental demands (Huczynski and Buchanan 2007:593). These adaptive structures are specifically designed to adapt to environmental conditions and involve active employee participation in decision-making through consultation.

Moreover, the study by Peccei, Giagreco, and Sebastiano (2011) found that organizational commitment, employees' perception of change benefits, and their involvement in the change process all had

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a significant negative effect on resistance to change (p. 185). This suggests that instead of merely using employees as a means to achieve organizational goals, it is highly recommended that managers collaborate with them. During the change process, "participative management" becomes even more crucial. Failing to apply it adequately can lead to undesirable outcomes such as psychological contract violation, higher turnover, lower trust, lower job satisfaction, higher neglect, and lower commitment to the organization (Conway and Briner 2005 as cited in Freese, Schalk, and Croon 2011:407). However, the study by David Buchanan, Tim Claydon, and Mike Doyle (1999) reveals that more respondents agreed (46 percent) than disagreed (44 percent) with the statement "Consultation may be the key to effective change, but we don't have the time and resources to do this properly" (p.

28). Therefore, it can be concluded that during times of limited time and resources in organizational change, participative employee management loses its significance. This is also supported by Australian Research, indicating that during rapid and radical change, a directive or coercive approach may be necessary as a traditional participative method would be time-consuming and ineffective (Dunphy and Stace 1990 in Buchanan, Claydon and Doyle 1999:25). Furthermore, Kotter and Schlesinger (1979) suggest that while a supportive approach is generally preferred, there may be situations where manipulation and coercion are appropriate (Huczynski and Buchanan 2007:601). In such cases, a mechanical-based management style with bureaucratic structures, control, rigid authority over employees, and vertical communication lines becomes necessary, contradicting Warren Bennis' theory.

During the change process, consulting with employees can take time and may result in different ideas and solutions. Consultation methods such as surveys, focus-group interviews, and

hiring experts can also be costly. However, it is important to consider whether avoiding employee consultation is worth it in the long run. Ignoring the human side of change may lead to more costly consequences for an organization. For example, implementing changes in a cost and time-efficient manner may seem ideal in theory, but in practice, these changes may backfire if employees do not understand the reasons behind them and perceive them as a threat. Additionally, the absence of employee consultation can make employees feel undervalued, leading to a decline in commitment, loyalty, and diligence.

In severe cases, employees may protest against the management, while everyone in the organization has their own needs and expectations. Therefore, any change in the organization can be seen as a threat to the psychological contract. According to Freese, Schalk, and Croon (2011), organizational changes are likely to impact the psychological contract by influencing the organization's offerings and expectations from its employees (p. 405).

In order to mitigate the negative consequences mentioned, it is advisable to adopt a participative management approach by consulting employees to gain a better understanding before making decisions. The success of our change implementation process relies on the belief that employees play a crucial role. Hence, comprehending how employees perceive change is of utmost significance. As stated by Whitton and Mayor (2002), in order for change to be effective, it is essential to incorporate both the "soft" human aspects as well as the "hard" structures and systems (Huczynski and Buchanan 2007:588). This implies that while implementing change strategies (hard structures), equal attention must be given to employees' emotional responses.

Both the technical and human aspects of change must be

considered by a manager during organizational change. Emotions cannot be avoided or minimized, and the manager must know how to address them. The success of implementing change in the organization depends on how effectively resistance to change is managed.

The HR department in an organization has a crucial role in understanding employee-related issues and is therefore essential. By being able to predict employees' reactions in advance, managers can develop effective strategies during change implementation to cope with resistance. "The Grief Cycle" (Elizabeth Kubler Ross 1969) can be a valuable tool for predicting future reactions to change and explaining and diagnosing employees' behaviors. Assessing this cycle properly provides managers with a better understanding and employees with appropriate guidance and support. The cycle consists of five steps: Denial, anger, bargaining, depression, and acceptance.

The text discusses a model that illustrates the process individuals go through when dealing with undesirable situations. While this model is commonly associated with issues related to death, it can also be applied to personal change and emotional distress. If a manager can determine which stage an employee is in, it becomes easier to navigate conflicts between management and their subordinates during periods of change. Understanding that everyone reacts to change differently, it is crucial to thoroughly examine personal traits in order to anticipate how employees will respond. Caldwell and Liu (2011) emphasize that both individual characteristics and the circumstances surrounding the change are influential factors in shaping an individual's reaction.

According to a study conducted by Lepine in 2000, individuals with higher levels of openness to experience are more likely to view changes in their job satisfaction positively compared to those with lower levels of

openness (Caldwell and Liu 2011:77). Therefore, different characteristics require different approaches when implementing change. It is important to consider the human aspect of change and choose appropriate techniques for implementation. However, the survey results by Buchanan, Claydon, and Doyle in 1999 indicate that human factors in change are not always effectively managed (p.).

According to Franken et al (2009) cited in Conway and Monks (2011:190), approximately 70% of change initiatives are estimated to be unsuccessful. These failures can be attributed to either management-related issues or emotional factors related to employees. Detecting and effectively managing these factors can result in various benefits. To comprehend the potential causes of resistance towards change, it is crucial to identify them. As a manager, being knowledgeable about these reasons would facilitate more effective change management. In a study conducted by Buchanan, Claydon, and Doyle (1999), it was discovered that despite most individuals accepting continuous change, fear of the unknown remains a significant source of resistance towards change.

At first, individuals generally resist change due to their preference for stability. To conquer this fear, it is crucial to comprehend the motives behind the change. This comprehension can aid in diminishing apprehension. For instance, if a manager raises an employee's salary while also assigning them additional responsibilities, the employee may perceive it as an opportunity for advancement or as an extra workload burden. Should the employee find the added tasks overwhelming, they may encounter "initiative fatigue," resulting in resistance towards change during demanding and stressful circumstances.

Effective change management can be implemented with the support of the human resources department. This involves communication with employees, providing them information about necessary changes, reasons behind these changes,

and aspects that will remain unchanged. Resistance to change stems from fear of the unknown and loss of familiarity outside one's comfort zone. Consequently, employees may strongly hold onto the current state, exacerbating issues during implementation. Furthermore, individuals often prioritize self-interests in protecting their position within the company.

The literature suggests that successful change requires individuals to perceive a compelling need for change, be involved in the change process, and recognize the benefits of change (Conway and Monks 2011:191). Therefore, as a manager, it is advisable to primarily emphasize the benefits for employees rather than the company as a whole when informing them about the change. This is because people tend to view breaking their routines and imposing changes as a threat to their current situation and expectations from the organization. Furthermore, during times of organizational change, employees are more likely to consider it unacceptable when organizational obligations are not fulfilled (Freese, Schalk and Croon 2011:418). To prevent this non-fulfillment, managers should identify the reasons for employees' dissatisfaction and reduce it through effective information transfer.

Effective communication is crucial for building mutual trust with employees and facilitating successful change management. Insufficient information transfer can lead to a lack of trust in managers, resulting in employee resistance towards change. Furthermore, employee silence caused by inadequate communication can generate stress, cynicism, dissatisfaction, and disengagement (Beer and Eisenstat 2000 in Nikolaou, Vakola and Bourantas 2011:727). However, excessive information can also have negative impacts. Employees may struggle to comprehend the reasons for change due to the overwhelming amount of information. This can lead to mistakes during the change process, wasted time in decision-making, and increased confusion and stress.

According to a study

conducted by Buchanan, Claydon, and Doyle (2011), a significant number of individuals are facing "information overload" in this specific domain. The research indicated that 67 percent of participants concurred with this notion, whereas 26 percent expressed strong agreement (p. 8). This excessive amount of information is believed to be a primary factor contributing to employee cynicism. Considering these aspects collectively, it can be deduced that managers must strike a balance in the quantity of information they offer to avoid fostering cynicism.

To effectively navigate organizational change, managers must grasp employees' expectations, acknowledge their abilities, and take into account their viewpoint on the situation. Prioritizing communication with employees is essential to cultivate this understanding. Various studies have underscored the significance of communication in organizational change. For instance, Conway and Monks (2011) emphasized that managers unanimously agree on the necessity of communicating and providing information to staff throughout the change process. A manager stressed the importance of information as it equips employees with knowledge about training opportunities and keeps them up-to-date on ongoing developments (p. 197).

It is important for a manager to effectively manage stress in an organization during times of change. This is because change often causes employees to experience stress due to fear and uncertainty about the future. If employees are overwhelmed with stress, it can lead to cynicism and ultimately result in the failure of the change initiative. Understanding how employees perceive and cope with change is crucial in successfully implementing change. By addressing the underlying reasons for employee stress and utilizing psychological approaches instead of mechanical ones, managers can make significant progress in stress management. Therefore, the relationship between organizational change and stress is

subject to various evaluations.

The article by Caldwell and Liu (2011) highlights that organizational change leads to work-related stress and decreases employees' job satisfaction (p. 76). Another source states that insecurity about employment or changes in work conditions resulting from organizational change contribute to dissatisfaction, stress, and an increased risk of sick leave (Sverke, Hallgren, O?harming 1999 in Hansson, Vingard, Arnetz, and Andersen 2008:77). However, a medical study involving 226 healthcare employees demonstrates that organizational change does not always have a significant impact on employee health (Hansson, Vingard, Arnetz, and Anderzen 2008:77).

According to the Yerkes-Dodson hypothesis, arousal, stimulation, and pressure increase human task performance (Huczynski and Buchanan 2007:595). Therefore, effective stress management should be implemented in organizations to enhance focus and productivity, regardless of any changes. However, a survey conducted by Buchanan, Claydon, and Doyle (1999) suggests that many organizations lack effective stress management policies (p. 32). Additionally, it is widely agreed upon that understanding employee perspectives on fairness is crucial. For an employee to perceive a change as fair, it must be seen as equal among all employees. Failure to achieve fairness may lead to decreased job satisfaction, employee commitment, and production.

According to Schweiger and DeNisi (1991), Brockner (2002), and Siegel et al. (2005) as cited in Caldwell and Liu (2011: 78), there is a substantial amount of literature indicating that when participants perceive that change implementation is handled fairly, their reactions towards both their work environment and the change itself are more favorable. Put simply, employees' perception shapes their reality and influences their judgments of situations. Taking all of the aforementioned factors into account, it can be argued that gaining a deeper understanding of

the human aspects of change is crucial in the process of change management.

Reference List

  1. Buchanan, D., and Huczynski, A. (2007) Organisational Behaviour: An Introductory Text, Prentice Hall, 6th edition, Chapter 18.
  2. Buchanan, D., T. Claydon, and M. Doyle (1999) ‘Organisation development and change: the legacy of the Nineties’, Human Resource Management Journal, 9, pp. 20-37. Caldwell, S. and Liu, Y. 2011)
  3. ‘Further investigating the influence of personality in employee response to organizational change: the moderating role of change-related factors’, Human Resource Management Journal, 21: 1, pp74-89.
  4. Conway, E. and Monks, K. (2011), ‘Change from below: the role of middle managers in mediating paradoxical change’, Human Resource Management Journal,21: 2, pp190-203.
  5. Freese, C., Schalk, R.

According to Hansson and Croon (2011), their study titled 'The impact of organizational changes on psychological contracts' was published in the journal Personnel Review. The study is a longitudinal one and is found in Volume 40, Issue 4, on pages 404-422. The authors of the study are Hansson and E. Vingard, B.

Arnetz and I. Anderzen (2008) ‘Organizational change, health and sick leave among health care employees: a longitudinal study measuring stress markers, individual and worksite factors’, Work and Stress, 22, pp. 69–80.

  1. Peccei, R., Giangreco, S. and Sebastiano, A. (2011) ‘The role of organizational commitment in the analysis of resistance to change: co-predictor and moderator effects’, Personnel Review, 40:2, pp 185-204.


Bibliography

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  2. Thompson, P. and McHugh, D. (2009) Work Organisations (4th edition), London, Palgrave, Chapter 20. Buchanan, D., T.

Claydon, and M.

Doyle (1999) ‘Organisation development and change: the legacy of the Nineties’, Human Resource Management Journal, 9, pp. 20-37.

  • Caldwell, S. and Liu, Y. (2011) ‘Further investigating the influence of personality in employee response to organizational change: the moderating role of change-related factors’, Human Resource Management Journal, 21: 1, pp74-89.
  • Conway, E., and Monks, K.
  • 2011), 'Change from below: the role of middle managers in mediating paradoxical change', Human Resource Management Journal,21: 2, pp190-203.

  • Freese, C., Schalk, R. and Croon, M. (2011) 'The impact of organizational changes on psychological contracts: a longitudinal study, Personnel Review, 40: 4, pp 404-422.
  • Hansson, A. , E. Vingard, B. Arnetz and I.
  • Anderzen (2008) ‘Organizational change, health and sick leave among health care employees: a longitudinal study measuring stress markers, individual and worksite factors’, Work and Stress, 22, pp. 69–80.

    Loretto, W. Platt, S. and Popham, F. (2010) ‘Workplace change and employee mental health: Results from a longitudinal study, British Journal of Management, 21: 2, pp 526-540.

    Peccei, R.

    , Giangreco, S. and Sebastiano, A. (2011) ‘The role of organizational commitment in the analysis of resistance to change: co-predictor and moderator effects’, Personnel Review, 40:2, pp 185-204.

  • Schoolfield, M. and Orduna. , A.
  • The text consists of citations and web links. The citations include a publication from 1994 (reprinted in 2001) titled "Understanding staff nurse responses to change: utilization of a grief-change framework to facilitate intervention" from the Clinical Nurse Specialist journal. Another citation is from 2004 titled "Evaluation and change management: rhetoric and reality" from the Human Resource Management Journal. The third citation is from 2011 titled "The role of silence on employees' attitudes

    'the day after' a merger" from the Personnel Review journal.

    The web links provided are:
    1) http://www.link.com
    2) http://management.about.com
    3) http://www.cambridge-leadership.com
    4) http://www.

    (Note: The last web link seems to be incomplete as it ends with "http://www.")

    self-growth.com http://www.businesslink.gov.uk

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