Toward improving the success of change management efforts: Modelling the factors contributing to employee’s resistance during change implementation.

Hay, P. and Härtel, C. E. J. (2000) Toward improving the success of change management efforts: Modelling the factors contributing to employee’s resistance during change implementation.. Management Development Forum, 3 1: 91-120.

Author Hay, P.
Härtel, C. E. J.
Title Toward improving the success of change management efforts: Modelling the factors contributing to employee’s resistance during change implementation.
Journal name Management Development Forum
Publication date 2000
Sub-type Article (original research)
Volume 3
Issue 1
Start page 91
End page 120
Total pages 30
Place of publication Saratoga Springs, NY, United States
Publisher SUNY Empire State College
Language eng
Abstract Little research is available examining the predictors or underlying mechanisms of employee reactions to implementation of change efforts. This article argues for the importance of the conceptual perspective of organizations adopted when implementing a change effort. A theoretical model is presented that aims to explain how employees decide to resist the implementation of an organizational change effort and to identify the key factors that affect the employees’ decisions to resist during change implementation. The model shows that resistance has an initiating event (discovery) and an outcome (resistance behavior), and that there are three intermediary elements (the interacting elements of attribution and emotional reaction followed by the decision to resist), each of which is shaped by a number of key variables. The initiating event triggers independently both an attribution and an emotional reaction with the attribution and emotional reaction interacting, each affecting the other. The emotional reaction affects, in turn, the decision-making process to resist, and the resistance decision leads to resistance behavior. This article also offers applications of the model to human resource (HR) practice.
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collection: UQ Business School Publications
 
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Created: Sun, 27 Feb 2011, 20:24:11 EST by Professor Charmine Hartel on behalf of UQ Business School