Organizational Change is a Critical Problem Due to Constant Resistance

Organizational Change is a Critical Problem Due to Constant Resistance
Introduction
Organizational change is a critical problem due to constant resistance. The resistance is caused by poor implementation strategies such as lack of proper awareness, inability to meet the employees' needs, and less engagement of the employees in change implementation. Besides, the resistance to change is also caused by communication pitfalls and other leadership problems. The literature review addresses the provided questions and implementation of change using effective strategies. Besides, it also provides reliable data, which will be significant in analyzing the adaptive findings of the research proposal.
Employee Behavioral Properties and Change resistance
According to Cinite & Duxbury (2018), organizational change resistance is majorly caused by poor management of employee behaviors. Cinite & Duxbury (2018) identified that most employees resist change by voicing their opinions. Besides, voicing change is only experienced by the employees concerned about change. Cinite & Duxbury (2018) also concluded that organizations that do not implement change effectively often fail.
The study by Cinite & Duxbury (2018) showed that effective change management must consider employee attitudes and behaviors. However, some instances exist where the employees are blamed for their counterproductive manner without considering the organizational systems. Therefore, there is a need to encourage change resistance mechanisms such as allowing the change agents to embrace the etic approach. Lastly, the study indicated that employers must create an enthusiastic environment to promote change.
Research conducted by Aslam et al. (2018) also agrees with that of Cinite & Duxbury (2018) and links organizational resistance to employees' behaviors and key strategies to overcome resistance. Aslam et al. (2018) state that knowledge sharing is an effective strategy to overcome employee resistance. Aslam et al. (2018) conducted the study using unstructured interviews and thematic analysis to understand how knowledge sharing shapes employee behaviors.
Aslam et al. (2018a) identified that most employees oppose change implementation due to ineffective communication. Aslam et al. (2018a) also identified some aspects, such as political, structural, and cultural barriers in the workplace. Therefore, Aslam et al. (2018a) suggested knowledge sharing as the substantive effective change management. Lastly, Aslam et al. (2018a) advocated for prior research before initiating change to reduce resistance cases.
Aslam et al. (2018b) complement knowledge sharing that Aslam et al. (2018a) advocated for in resistance management. According to Aslam et al. (2018b), management can use specific parameters in promoting change in public and private organizations. Aslam et al. (2018b) based the research on 403 private and public sectors to identify the parameters.
Additionally, Aslam et al. (2018) indicated that social and emotional intelligence is necessary for implementing organizational change, and the two strategies promote openness to change and foster effective communication. Aslam et al. (2018b) also identified that social media should be a key parameter in c...