Managing and Leading Change
Organizations in the today’s world have concluded that it is necessary to adopt change to be competitive with the “introduction of new technologies, changing labour force, and various environmental factors” (Allen et al., 2007). Similarly, Pieterse et al., (2012) argues that organizations change and adapt continuously to remain competitive.
Dent and Goldberg (1999) examined the causes of resistance to change and concluded that “Surprise, Misunderstanding, Lack of trust, Emotional side effects, Fear of failure, Personality conflicts and Threat to job status” are some causes of resistance to change. People resist to change beacause of the reluctance to lose their current status, pay and comfort (Dijk and Dick, 2009). However, Dent and Goldberg (1999) states “Education, Participation, Facilitation, Negotiation, Manipulation and Financial benefits as strategies to overcome resistance which supports the opinion of Agboola and Salawu (2011).
Lawrence and Robinson (2007) and Warren (2003) argue that deviant actions may be apparent as dysfunctional but they can be functional to those appealing them serving to the maintenance and protection of their needs for autonomy and sense of self-respect and fairness. This is similar to the argument of Agboola and Salawu (2011).
Lines et al., (2005) and Allen et al., (2007) argues that trust and communication arethe critical factors of organizational change. Employee resistance arise when there is distrust, poor communication and it is perceived as a threat to the current job(Yousef, 2000). This is evident in the study of Agboola and Salawu (2011).
The study reviewed has adoptedthe qualitative research method. Qualitative methods allow one to analyze the subject matter critically and therefore touch people’s perceptions about the study (Chirasha and Mahapa, 2012).A case study describes a real life situation in relation to a problem or an incident(Roselle, 1996).
Agboola and Salawu (2011)has