Impact of Resistance to Organizational Change

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Impactof Resistance to Organizational Change

Resistance to change in an organization can be driven by variousfactors. The main factors that do so include dislike of change,discomfort with uncertainty, lack of conviction for the essentialityof change and organization’s failure to involve stakeholders indriving change (Hanif et al., 2014). Organizational change, initself, has both negative and positive impacts. This is not the casefor its resistance. Any attempts to resist have negative impacts nopositives.

One of the main impacts of resistance to organizational change isreduced employee morale. Resistance to change comes along withreduced optimism and increased pessimism because the employee’sfuture in the organization becomes very uncertain. This impact doesnot only affect the employees who resist change but also those who donot. It spreads to all employees in the organization thereby reducingproductivity. In addition to this is lessened efficiency. Theemployee’s focus is shifted from completing their daily tasks andimproving the organization to resisting any changes associated withthe key changes that they do not like (Stojkovic et al.,2015). The company experiences an ironical moment when the managementseeks to drive changes in an attempt to improve efficiency,effectiveness, and productivity and, instead, the opposite isachieved. The disruptions experienced when employees resistorganizational change cannot be underestimated. Commotions and highlevel of unrest in resisting members of staff are experienced thatmay be spread even to members who, primarily, did not resist change.

All in all, the overall impact of resistance to change is eitherreduction in the organization’s productivity or productionstoppage. All other impacts will lead to the overall impact. This,therefore, implies that the organization will end up paying labor fora job not done or job that has not been done well (Hanif et al.,2014). Resistance to change is, therefore, one of the mostundesirable factors in any organization. At the same time, it isalmost inevitable.

References

Hanif, M., Khan, Y. S., &amp Zaheer, A. (2014). Impact oforganizational resistance to change on BPR implementation: a case ofstate bank of Pakistan. European Journal of Business andManagement, 6(4), 186-196.

Stojkovic, S., Kalinich, D., &amp Klofas, J. (2015). Criminaljustice organizations: Administration and management. CengageLearning.

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