Managerial Practices as Antecedents of Employees' Resistance to Change: Organizational Change and Human Resource Management

Managerial Practices as Antecedents of Employees' Resistance to Change: Organizational Change and Human Resource Management

Antonia M. García-Cabrera (Universidad de Las Palmas de Gran Canaria (ULPGC), Spain), Sonia M. Suárez-Ortega (Universidad de Las Palmas de Gran Canaria (ULPGC), Spain) and Fernando García-Barba Hernández (Cabildo Insular de Gran Canaria, Spain)
Copyright: © 2016 |Pages: 16
DOI: 10.4018/978-1-5225-0356-9.ch005
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Abstract

This chapter deepens the study of the three components of resistance to change in employees: cognitive, affective, and behavioral. It includes an analysis of the sequential character of them, through the effect that the variables related to the management of the change process and to the change consequences for employees exert on each of these components. With a sample of employees who work in companies that have embarked on programs of change in the two years prior information gathering. Our results question the mediating effect of cognitive and affective resistance and, consequently, the sequential character of the three components of resistance. Results put forward that cognitive and affective resistance are conceptually different, have different antecedents, and exert different effects on the behavioral resistance. Moreover behavioral resistance is jointly determine by the cognitive and affective components of resistance to change.
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2. The Three Components Of Resistance To Change

Following Hornung and Rousseau (2007), we understand change as structure-based transformations in the organization. This is the reengineering of production and administrative processes, the restructuring of the employee participation systems or the restructuring of production processes involving international outsourcing and foreign market expansion where the employees must learn new ways of thinking, acting and/or operating in order to achieve the defined objectives of the change program (Avey et al., 2008; Schalk, Campbell & Freese, 1998). The main idea underlying this approach is that member’s behavior is at the core of organizational change because organizations only change through their employees (Choi and Ruona, 2011) who determine the ultimate success of such changes (Fugate et al., 2012). In this context, resistance to change must be understood as a reaction against that change. Resistant-to-change employees adopt dysfunctional attitudes (Avey et al., 2008) in order to obstruct or completely stop the changes (Oreg, 2006).

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