Problems underlying employee resistance to change

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With the increasing advancements in technology, changes in organizations are inevitable. Resistance to these changes by employees is equally common. The general problems associated with employee resistance to change are mainly on production, quality and associated failures. However, this change is as important as any other element in an organization.

The main cause of resistance to change is the fear of the unknown occurrences regarding certain changes as well as the fear of uncertainties associated with unexpected loss. In most cases, resistance to change is based on an individual perception towards the changes made and this occurs when one has severe expectations on the impacts that the change may have.

One of the significant problems associated with change is disruption where the normal programs for employees are changed and this disruption is likely to cause confusion and inefficient performance. The overall impact of these problems is reduced production in terms if quantity as employees takes a significant amount of time adapting to the changes (Heathfield, 2011, p. 1).

Quality may as well be reduces especially where the changes involve technical areas where the slightest mistake on performance such as machinery can result to production of low quality products. Similarly, these changes and their effects on employees can result to conflicts between employees and management as well as among the employees themselves.

At the end of it all, the organization’s profit margins may decline but the good thing is that this occurs for only a short period of time after which profits shoot up following employee adaption to the changes and the support given to the employees by the management.

Elimination of employee resistance

The best way to address employee resistance to change is to try as much as possible to avoid it from occurring. This is best done by taking actions that will involve the employees who are expected to change. It is advisable that this is done before the changes are implemented.

For instance, if the change involves introduction of new machinery or a program, the respective employees should be informed of the changes the earliest possible and then they should be involved in the process of implementation where they participate in related conferences and learning programs (Reh, 2011, p. 1).

This gives them a head start on the changes and makes them prepared and ready for them. In addition, if a change has lasting results, employees will adapt much faster compared to a change that has no results. This can be done by the human resource manager by ensuring that all changes concerning employees are based on principle approaches.

This gives the employees stability on performance. It is therefore the duty of the management to prevent or reduce the level of employee resistance to change. This should be done by first creating awareness to the employees on the need for them to change. The management could also encourage the employees in developing the desire to change and creating support for the change from employees.

Then the employees should be provided with knowledge about the change in terms of how to go about the change as well as informing them on how the change itself should be. The management should also make it easy for the employees to implement the change. Reinforcement of the change by management is equally important as it gives as motivation to perform under it (Oreg, 2006, p. 1).