Change management paper

Resistance to change: Expecting the worst.

I. Individual difference reactions to change.

A. Attitudes toward change.

1. Ambivalence toward change, people understand the reasons (cognitive) but feel bad about change.

2. Individual differences in resistance to change.

a. Routine seeking

b. Emotional reactions: stress

c. Short-term thinking. Hassle

d. Cognitive rigidity. Rarely change mind.

B. Openness to change.

1. High self-esteem

2. optimism

3. perceive control

4. information about the change.

5. self-efficacy for dealing with change

6. participation in the decision to change.

C. Readiness for organizational change.

1. Active jobs.

2. higher decision latitude

3. control over challenging tasks.

4. problem solving orientation

5. job self efficacy.

D. Cynicism.

1. Why are people cynics?

a. Personality is a weak predictor.

b. High levels of executive compensation.

c. Poor organizational performance

d. Harsh immediate layoffs.

e. Violations of the psychological contract.

1). Relational component

2). Transactional component.

2. Cynicism about change.

a. About 23% of managers and 43% of hourly workers are cynical about proposed changes.

b. Causes of cynicism

1). Feeling uninformed

2). Lack of communication and respect from supervisor

3). Negative disposition.

4). Lack of opportunity for meaningful participation in

change.

5). Failed change programs.

c. Effects.

1). Lower organizational commitment

2). Lower job satisfaction.

3). Lower motivation to work hard

4). Lower willingness to engage in organizational change

efforts

5). Lower credibility for organization’s leaders

6). Reduced effectiveness of compensation system as a

motivator.

E. Commitment to change.

1. affective commitment-desire to provide support for the change based on a belief in its inherent benefits.

2. continuance commitment-a recognition that there are costs associated with failure to provide support for the change.

3. normative commitment-sense of obligation to provide support for the change.

4. All three components correlate positively with compliance with the requirements of a change but only affective and normative correlated with cooperation and championing.

F. Loss of fit

1. Older employees

2. lower mastery

3. unfair change.

II. Fairness.

A. Distributive justice.

1. consequences based on contribution.

2. consequences based on equality.

3. consequences based on status.

4. consequences based on need

B. Procedural justice.

1. Voice.

a. Representatives

b. Similar others.

c. Listened too.

2. Consistency

3. Accuracy

4. Accountability

5. appeal

C. Interaction justice.

1. Communicating reasons.

2. Communicating sympathy.

D. Distributive justice matters more than procedural justice.

E. Interaction justice can overcome procedural injustice.

F. Injustice to self is worse than injustice to others.

III. Violations of the psychological contract. Rousseau – psych contract

A. Parts.

1. transactional – Benefits and training from the company and labor you will put in

2. relational – your feeling that they will give you certain amount of job security and you will not look for a job right after getting there and will be loyal to job and company

B. Effects of violation.

1. Productivity decreases.

2. Organizational Citizenship decreases.

3. Organizational commitment decreases.

IV. Turnover

A. After layoffs, survivors intend to quit. The best are most likely leave.

B. The intention to quit is reduced if tangible benefits occur.

C. The intention to quit is reduced if survivors think the layoffs were consistent with interactional justice but not necessarily voice.

D. The intention to leave is less if survivors can cope with the stress and if they are strongly attached to friends at work.

V. Reduced organizational citizenship

A. helping/altruism

B. civic duty: parties, keep up with things.

C. sportsmanship: never complain

D. in role behavior: show up on time, perform well

E. loyalty

VI. Uncertainty.

A. Job uncertainty-person’s uncertainty job status and requirements.

B. Structural uncertainty-reorganization.

C. Strategic uncertainty-mission and survivability of the company.

D. Uncertainty reduces feelings of personal control that creates stress. Participation in decision making and receiving information about change reduces uncertainty and directly reduces stress.

E. Social group vs. organizational accounts: Social groups develop their own accounts are believed more than managements especially when trust in management is low, psychological contract has been violated, and employees have cohesive beliefs.

VII. Workplace aggression.

A. Types

1. Physical vs. verbal.

2. Passive vs. active.

3. Direct vs. indirect

B. Organizational predictors of aggression.

1. Downsizing

2. budget cuts

3. technological change

4. increasing diversity

5. employee monitoring

6. change in management

7. organizational restructuring

8. reengineering

9. Pay cuts or freezes.

10. use of part timers

11. job sharing.

C. Personal predictors

1. Type A personalities

2. High Machs

3. Blaming attribution style

4. Revenge attitudes

5. negative affectivity

6. low self-control

VIII. Deviant behavior

A. Types

1. Organizational/minor: production deviance

a. Leaving early

b. Taking excessive breaks

c. Intentionally working slow

d. Wasting resources

2. Organizational/serious: Property deviance

a. Sabotaging equipment

b. Accepting kickbacks

c. Lying about hours worked

d. Stealing from the company

3. Interpersonal/serious: Personal aggression

a. Sexual harassment

b. Verbal abuse

c. Stealing from co-workers

d. Endangering co-workers.

4. Interpersonal/minor: Political deviance

a. Showing favoritism

b. Gossiping about co-workers.

c. Blaming co-workers.

d. Competing non-beneficially

B. Predictors

1. cyberloafing and psychology of the ledger

2. group norms, stealing and arrival

3. Sabotage results from injustice. Interaction injustice predicts

retaliation motives. Distributive injustice predicts equity restoration. People aim the sabotage at the source of injustice (try to hurt the company if the company has been unfair but try to avoid hurting individuals; try to hurt the boss if the boss has been unfair but try to avoid hurting the company).

IX. Dissent.

A. Displaced

1. Family/friends

a. young employees

b. new employees

2. Whistle-blowers

a. independent

b. principled

c. frustrated

B. Latent

1. External locus of control.

2. Little workplace freedom

C. Expressed

1. Types:

a. direct-factual

b. repetition

c. solution presentation

d. circumvention

e. threatening resignation

2. Predictors:

a. Internal locus of control

b. Hi LMX

X. Responses to dissatisfaction: Parker

A. Reformist dissent-occurs within the confines of organizations rules and norms-results from self-efficacy and perceived control

B. Exit-thinking of quitting-results from lack of control