When compared, both theories achievement – power- affiliation theory and expectancy theory resemble each other. Both theories can be utilized as strategies for gaining employee buy-in for the upcoming change. Achievement-power-affiliation theory, persons have a specific goal in mind to work towards, and takes responsibility for their own actions. I feel this theory will be effective in promoting employee acceptance of the upcoming changes due to the fact that some employees like to stand out from others in departments, and others may be motivated to stand out with new changes. Expectancy Theory persons, also have goals in mind, but their way to achieve their goals are that is based on past experiences and self confidence. I also feel the expectancy theory will be effective in promoting employee acceptance of the upcoming changes because most employees will know in advance that they will be rewarded by pay increase, advancements in the departments. Expectancy Theory people are committed, and motivated so because organizations rely heavily on employees to produce quality of goods and services produced in organizations. The scenario that I selected for the course project is a state correctional agency is …show more content…
This problem occurs in all types of organizations from executive businesses, as well as law enforcement, correctional agencies and state children and family services. Changes maybe necessary in any organization, and administrators are more than likely to face barriers and challenges. Some resistances will take a number forms “from persistent reduction in output, increase in the number of “quits” and requests for transfer, chronic quarrels, sullen hostility, wildcat or slowdown strikes, and, of course, the expression of a lot of pseudological reasons why the change will not work. Even the more petty forms of this resistance can be troublesome”
There are many motivational theories thought to be the key source of employee engagement. The expectancy theory of motivation ultimately suggests that human beings are driven to accomplish a goal not only because it is perceived as desirable, but also because the goal appears to be achievable. The goal setting theory of motivation suggests that goals need to be clear and measurable. The equity theory of motivation is “based on the idea that individuals are motivated by fairness, and if they identify inequities in the input/output ratios of themselves and their referent group, they will seek to adjust their input to reach their perceived equity” (Hawks, n.d.). Finally, psychological empowerment suggest that all employees have some basic needs that must first be satisfied in order to provide the framework for further motivation and empowerment. The pay for performance strategy used by American Express encompasses many of the motivational theories represented above. Most importantly, the expectancy theory, as this theory recognizes that employee behavior is directed toward a goal that is both desirable and
With the general knowledge of the importance of employees to an organization, it is understandable how employee perception cannot be overlooked. The role of hourly non-exempt HR employees is vital to the HR department’s success. Therefore sustaining a positive POS is essential for the HR Organization. Victor Vroom’s Expectancy Theory deals with motivation and management. Vroom’s Expectancy Theory is based upon Valence, Expectancy and Instrumentality. (Kreitner) According to Vroom, management must discover employees’ values, training needs, supervision, and ensure promises of rewards are kept. These things will all lead to employee satisfaction and loyalty. In evaluating the Social Exchange Theory, which states that relationships have give and take, although the balance of this exchange is not always equal.
Organizations are preserved by change and constant renewal; otherwise, they will stagnate and die (Marquis & Huston, 2015). Leading change can be one of the most challenging tasks for a leader. Many times attempts at change fail because the person trying to implement the change was ill prepared to deal with resistance and used an unstructured
There are multiple examples of expectancy theory. But, I will only talk about vroom’s theory as an example. Vroom's expectancy theory “assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain” (If.eng.cam.ac.uk). Vroom shows that he understands that a representative's execution depends on individual components, for example, identity, attitudes, information, experience, and capacities. He expresses that although the employees may have a different set of goals, they can be motivated if they believe that:
Why do organizations experience resistance to change? What steps can managers take to overcome this resistance?
Change is a fact of organizational life that develops in response to interpersonal, cultural, environmental, and other external factors that fluctuate and change for various reasons. Employees can display varying levels of resistance ranging from aggressive resistance to apathy (Spector, 2012). Resistance is a concern because it undermines the effectiveness of the change implementation process, but there are tools available which leaders can utilize to reduce this possibility. The essential tools will be discussed in this paper along with the reasons for utilizing them in a change implementation process.
In my place of practice in the school system, I have seen many changes occurs such as a change in service delivery and referral process for therapy services. My school district had adopted the Response to Intervention (RTI) and some teachers were not as quick to Buy-In to the changes in their curriculum routine or referral process for therapy services. The RTI was being implemented at a time when there was a change of administration over the county. Teachers were hesitant to follow the lead of new leadership when they were newly introduced to the new vision. When you work in the school system with the change of school leadership comes a change of new leadership vision. When staff members do not feel supported or valued they will change their place of employment.
Resistance to change takes place at all ranks of an organization (George & Jones, 1994). It manifests itself as structured politics and power resistance between individuals and groups, differing discernments of the need for change, and so forth (George & Jones, 1994). Resistance to change is also defined as ‘behavior which is intended to defend an individual from the effects of real or imagines change’ (Zander, 1950). Resistance may be considered as overt and covert. Overt resistance is viewed as being out in the open. More willingly than a hidden way, it is a refusal response which is in plain sight, such as noticeable disagreement, quarrelling, deliberating, outright rejection and attack. Covert resistance, on the other hand, is presented
Each employee has a differing level of tolerance to change. Some may be able to adapt while others will be afraid and resist (Ferguson, 2004). Many people will be afraid and oppose change, or find it to be incompatible with their current job; they will often view it as a conflict. Three conditions help conflict arise, communication, structure and personal var...
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
Managing resistance starts with dialogue that engages and reveals the underlying reasons for resistance (A. Gilley, J. Gilley, & Godek, & 2009). Resistance to change is a complex issue and managers and leaders need to take the time to understand why and where the resistance is coming from if they have any chance of being successful. There are numerous reasons why an employee might be resisting the change and there are lots of approaches to address resistance, but without understanding why there is resistance, leaders are unprepared to deal with the issue. Therefore, leaders need to make the time to involve employees in the process, understand and respect their concerns, and work towards clear and focused goals.
When organizational change proves necessary, all people at all levels of the organization should address change as a “how,” “what,” and “why” problem in order for the change to be sustained over time.
The employee reflects change in an organization as a shift of role, responsibilities and skill. However, in an organizational level its refers change as a framework structure around the changing needs and capability of an organization to perform. Both employee and organization’s perception of change are needed to ensure the change is successful. Brown (2011) reported that “the role of change as a corrective action often affect patterns of work or values, and in consequence meet with resistance” (p. 144). Once an organization and its member decide to conduct a change program, they intensify the forces that driving the change. The life cycle of employee’s resistance is necessary in accomplishing change in an organization. There are five important phases in a life cycle of employee resistance to change in an organization, namely introduce the change, forces of change emerge, direct conflict happens in an organization, residual resistance appear in an organization and lastly, establish the change. (refer to Figure 1 in Appendix 1).
Individuals go through a reaction process when they are personally confronted with major organizational change (Kyle, 1993; Jacobs, 1995; Bovey & Hede, 2001). Within this process there are four phases that it consists of: initial denial, resistance, gradual exploration, and eventual commitment (Scott & Jaffe, 1988; Bovey & Hede, 2001). Resistance to change is the initial area to focus on. The issues of organizational change and resistance to change have received a lot of attention over the past decade (Macri, Tagliaventi & Bertolotti, 2002). The perceptions of individuals play a fu...