Learned Behavior: The Key to Understanding and Preventing Employee Resistance to Change

Abstract

The article develops a conceptual model that describes how and why employees learn to resist planned change within an organizational set ting. The argument is made that planned change, when introduced by management, has the potential of blocking affected employees from satis fying their dominant need structures. As a result, the employees learn to associate negative tension states, i.e., anxiety, frustration, or fear, with the introduction of change. It is further argued that the existence of a perceived link between change and blocked need satisfaction increases the probability that employees will resist future change programs. A set of change strategies is developed for management to break this perceived link and thereby reduce the probability of employee resistance.

Facilitating Acceptance of Organizational Change: The Importance of Self‐Determination1

“…Reasons that may account for resistance include fear of the unknown, mistrust, anxiety about future benefits, and the desire to preserve the status quo. Mealiea (1978) asserted that organizational change makes people feel vulnerable by reducing feelings of control and understanding of the work environment. Since one of the crucial aspects of successhl organizational transformation is the adoption and support of change by its constituents, many researchers have proposed ways to help people accept change.…”

Relational Analysis of Emotional Intelligence and Change Management: A Suggestive Model for Enriching Change Management Skills

“…Some writers mention the provision of social support as a method for facilitating change (Mealiea, 1978); however, often this support proves to be a reaction to an existing problem rather than a proactive method of enabling change (Sheehan & Jordan, 2003). This article highlights the importance of considering emotions in the context of change management and to offer managers some insights into ways of addressing these emotional issues by linking EI abilities.…”

The Relationship Between Contextual Factors, Psychological Contract, and Change Outcomes

“…A range of micro-level factors creating a psychological state leading to change resistance have been identifi ed by researchers, including: fear, frustration, anxiety, and negative tension (Mealiea, 1978); resentment, depression, distrust, stress, disloyalty, and lack of productivity (Macadam, 1996). Why do people feel this way about change?…”

“…Researchers have identifi ed various infl uences, including: perceptions about the need for change, the ability to change, the valence for change, the existing support for change, and the appropriateness of change (Armenakis et al, 1993); as well as the potential consequences of change (Mealiea, 1978). Th ere are three main theories on change barriers: psychological contracts, organizational trust, and employee cynicism (Morrison and Robinson, 1997;Schoenberger, 1997;Herriot et al, 1998).…”