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PSC 495 Managing Organization Change

Employee Buy In

Employee often feels fear of the changes being introduced in the organization. However, managers like it. The following steps can be taken to make employees buy in-

Be prepared to change the change

Being aggressing while handling resistance to change

Follow up

Personalizing tasks

Laying out the vision

Managers should make sure whether the employees who have already bought in are affected by others or not. Here managers should need to take hard decisions regarding resistance to change.

Resources need to implement the solution

To bring the changes, managers should prepare a solid communication plan which should be presented to each employee. In absence of appropriate communication plan, the level of change resistance of employees goes high. There is close relation between communication plan and change resistance. Both are executed in parallel according to change management plan. Another resource that can be used is “Face to Face interview” with employees. This method helps in getting the true feedback from the employees about changes.

Method for addressing employee resistance to change

First considerable method to address the employee resistance to change is to reinforce the changes. Employees should be motivated with the help of performance management and good compensation plan. Employees will take interest in the activities of change because they will get appraisals after being part of it. Changes can be sustained as well with the help of Reinforcement. People show resistance because they don’t see direct benefits of themselves. Providing them good compensation offer fulfill this need and attracts employees to participate in the change process.

 

References

Tucker, J. (1993, March). Everyday forms of employee resistance. InSociological Forum (Vol. 8, No. 1, pp. 25-45). Kluwer Academic Publishers-Plenum Publishers.

Stanley, D. J., Meyer, J. P., & Topolnytsky, L. (2005). Employee cynicism and resistance to organizational change. Journal of Business and Psychology, 19(4), 429-459.

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