Researching the Changes in Employee Perception During Organizational Change

INTRODUCTION

An organizational change disturbs the structure of organizational life in terms of interpersonal relationships, reporting lines, group boundaries, employee and work unit status. (Paulsen et al., 2005; Terry and Jimmieson, 2003). Although change is implemented for positive purposes (like to adapt the changing environmental conditions and to remain competitive as well), its is observed that employees often respond negatively toward change and resist the overall efforts. This negative reaction is largely because change brings with it increased pressure, stress and uncertainty for employees (Armenakis and Bedeian, 1999; McHugh, 1997).

One of the main reasons causing the failure to bring change is of employee resistance to change; the significance of resistance is compounded by the high rate of change failure. Thus, building positive employee beliefs, perceptions and attitudes is critical to bring a successful change (Armenakis et al., 1993; Eby et al., 2000).

In an effort to identify how organizational change can be managed more effectively, researchers have focused on the processes underlying employee resistance.

A number of studies have identified issues that concern staff during organizational change (Covin and Kilmann, 1990; Lewis, 2000). Leader behavior is important during organizational change, as leaders provide a vision for the change; give direct support to employees that is why such kind of actions help to bring stability during change and enhance employees’ commitment to it.

Till date, little research has examined employees concerns about retaining positive aspects of an organization’s culture during change. In a systematic approach to identifying key issues during organizational change, Oreg (20...

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