2.6 OVERCOMING EMPLOYEE RESISTANCE (HIGH AND LOW RISK STRATEGIES) Flashcards
RESISTANCE CAN TAKE MANY FORMS INCLUDING?
- An increase in the number of people that opt out or request a transfer
- A persistent reduction in output from the employees
- Hostility towards managers or leaders of change
- Strike or other industrial action
- The constant expression of why change will not work in the business
WHAT IS RESISTANCE TO CHANGE?
RESISTANCE TO CHANGE can be defined as ‘an attitude or behaviour that reflects a person’s unwillingness to support a desired change.
LOW RISK - COMMUNICATION
The manager initiates open and honest two-way communication with employees so that thy are fully aware of the reasons, impacts and their roles in the upcoming change.
- Builds trust
- Employees less likely to resist change as they know what the change entails
Providing clear information about the change means there are less likely to be rumours.
Using two way communication to listen to employee concerns means employees can have their questions answered which will help gain support for the change.
- Communicate the benefits of the change helps build understanding.
LOW RISK - EMPOWERMENT
Empowerment is where the employees are given the responsibility or authority to be involved in the change process.
- Can help design and implement change
- Reduces resistance as employees are more invested in the change process
- Sense of ownership
- Indicates trust in them
- Morale and motivation
LOW RISK - SUPPORT
Providing employees with assistance to help them through the change process.
- May train employees to develop knowledge and skills so they can adapt to the change
- Offer time
- Can reduce fear and stress related to change
LOW RISK - INCENTIVES
Providing financial or non financial rewards to encourage employees to support change.
- E.g bonuses, pay rises, and commissions, promotions, new responsibilities, additional annual leave.
- Provided motivation for employees to get on board with change
LOW RISK - ADVANTAGES
- Higher chance of change being successful in the long-term due to increased trust and cohesion between managers and employees
- Support and communication can reduce fear and stress
- Incentives and empowerment can provide opportunities to advance careers
- All strategies can make employees feel valued
- Employees embracing the change with result in increased revenue
LOW RISK - DISADVANTAGES
- May result in tasks being carried out in a way managers did not intend if employees are inexperienced
- Incentives could be seen as bribes
- All strategies are not useful in crisis situations as take a longer time to be effective
- Incentives can involve financial expenses, may reduce overall profit
WHAT IS HIGH RISK STRATEGIES?
There is a greater chance that these strategies will fail or lead to negative outcomes. These strategies might cause a breakdown in relationship between mangers and employees and can cause conflict in the business. But when they work, they work quickly.
HIGH RISK - MANIPULATION
Manipulation is where the business will use covert tactics to influence employees.
- E.g leak information to employees, but provide only some of the facts.
- May buy off leaders of the resistance (e.g promise a promotion)
HIGH RISK discovery of manipulation can lead to resistance, and damage relationships.
HIGH RISK - THREAT
A threat is where a business will use force to get employees to accept change or face negative consequences.
- E.g loss of promotion, loss of benefits
HIGH RISK employees may accept the change on the surface and be angry and resentful underneath. It will also have a negative impact on morale, work ethic, and performance of the business over time.
HIGH RISK - ADVANTAGES
- Ensures change is implemented as the manager intended
- High risk are useful in a crisis
- Involve little financial cost
HIGH RISK - DISADVANTAGES
- May lead to negative corporate culture
- May provoke fear and mistrust among employees
- Costs to replace employees if these methods increase staff turnover
