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LaToya Waddy
University of Phoenix
Facilitating Change
AET - 560
Employees, however, may not be so open to change within the organization. Worker's personal
goals often differ from those of the organization, and the primary responsibility of managers is to
persuade members to direct their efforts toward organizational goals (Furst & Cable, 2008).
Management must learn how to implement change strategies while keeping employees engaged
Humans undergo many psychological phases when change is implemented. They may
experience resistance, loss of control, uncertainty about future, loss of face, concerns about the
promises and feeling threatened by the change. According to Bouckenooghe, Devos, & Broeck
(2009) readiness for change is conceived as a multifaceted concept that comprises an emotional
Human factors:
Human factors that influence organizational change are directly related to how change is
implemented. Employees who are not included in the change process may feel undervalued and
unappreciated. They are uncertain of how changes will impact their positions or if they need to
acquire new skills. They begin to become insecure and attain a decrease in confidence in their
skills and abilities. Employees may lose respect for management and for the organization itself.
If workers are not included in the planning processes of organizational change integrity and
morale may decline. Employees may become cynical. Stanley, Meyer, & Topolnytsky (2005)
3
Running Head: Human Factors Summary
pessimism about the success of future efforts and the belief that change agents are lazy and
incompetent.
Motivating Factors:
While resistance is common to human factors of organizational change, some employees view
change positively. Open communication among management and staff decreases aggressive
resistance. To combat resistance and promote motivation, leaders can implement employee
Theory into practice Spector, B. (2013) suggests management should allow individuals or groups
to schedule work and assign specific tasks consistent with achieving performance goals.
Empowering employees to take control of their delegated responsibilities and duties aides in
If organizational change leads to paying raises and incentives, employees also may not see the
change as negative. Selling the benefits of change may also boost morale and build hope.
Global Factors:
Organizational change can occur at an accelerated pace. Change leaders and facilitators must
As organizations become global, they need to clarify their ethical standards. Not only will they
need to understand the rules and regulations, but they will also have to determine what norms of
conduct they will work to establish for their organizational members, and what constitutes
Resistance globally could have a more catastrophic effect on business relations and employee
performance. Organizations have to plan and implement change strategies when considering
global markets carefully. Change initiators must consider political climate globally, technology
changes, implementation, and risks associated with changes. Leadership teams must understand
how to manage resistance domestically, so it does not impact or influence employees of their
global markets.
Conclusion:
While organizational change is inevitable in a changing world, management must reflect on the
effects of change on employees. To oppose negativity and boost confidence, employers should
allow workers a platform for feedback during planning and implementation; provide guidance
throughout the change process and reassurance of job security (if possible). The main human
factor when change is implemented is stress. Assist employees with their concerns, be open and
promote positive outlooks on the effective change can have for the organization. If need be,
References
Bouckenooghe, D., Devos, G., & Broeck, H. v. d. (2009). Organizational change questionnaire-
climate of change, processes, and readiness: Development of a new instrument. The Journal of
doi:http://dx.doi.org.contentproxy.phoenix.edu/10.1080/00223980903218216
Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational change: An action-oriented
Furst, S. A., & Cable, D. M. (2008). Employee resistance to organizational change: Managerial
influence tactics and leader-member exchange. Journal of Applied Psychology, 93(2), 453-
462. doi:http://dx.doi.org.contentproxy.phoenix.edu/10.1037/0021-9010.93.2.453
Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.).
Stanley, D., Meyer, J., & Topolnytsky, L. (2005). Employee Cynicism and Resistance to
Organizational Change. Journal of Business and Psychology, 19(4), 429-459. Retrieved from
http://www.jstor.org/stable/25092912
Westover, J. H. (2010). Managing organizational change: Change agent strategies and techniques
com.contentproxy.phoenix.edu/docview/89071538?accountid=35812