The following report discusses possible behavioral patterns, which employees demonstrate when changes occur within the organization. The report provides four possible reactions to the changes. The report provides brief strategy tips for HR managers for each of four behavioral patterns.
Every developing company faces the necessity to change its traditional scheme of actions. However, the main asset of the company – employees – may have different reactions to the changes in the organization. The following report summarizes the main behavioral patterns of employees and provides possible reactions of the HR team to those patterns.
The most favorable behavior of employees is called commitment, enrollment or genuine compliance (Martin, Whiting, 2010). Such employees welcome changes. They see the positive sides of alternations and usually demonstrate a willingness to participate in the process of changing. For the HR department, it is crucial to support such employees. Frequently, the group of people, who demonstrate a positive attitude within changing environment, can take the leading role in the company, so it is important to ensure their attachment to the organization (Pasmore, Woodman, Shani, 2010).
Employees may also create the illusion of their supportive attitude, whereas, in the reality, they do not appreciate changes. Such behavioral pattern is called formal compliance (Martin, Whiting, 2010). It can be complicated to recognize such an attitude. However, HR managers should provide employees with various training or seminars, which can show the benefits of changes and provoke employees’ interest and involvement (Bryant, 2006).
Another reaction to the change is apathy or disengagement. It occurs when employees feel scared of possible outcomes of the change. Accordingly, they decide not to act at all and indifferently wait for what is going to be (Martin, Whiting, 2010). The role of the HR manager is to take such employees out of their apathy and organize open communication with such employees in order to realize the core problem, which prevents them from accepting the change. It can be also productive to organize communication with enthusiastic employees, who can change their colleagues’ attitudes towards the change (Maurer, 1996).
The worst reaction to the change is noncompliance or disenchantment (Martin, Whiting, 2010). Employees demonstrate anger and non-acceptance of the change, which can lead to sabotage. The first step of HR is to suppress the negativity by interviewing employees and talking face-to-face about their concerns. The next step is to show that their reaction is normal and would not affect their reputation in the company (Morrison, Phelps, 1999).
It is important to remember that any behavioral reaction of employees should be precisely considered by the HR department and used suitably in order to obtain the positive effect of the change.
References
Bryant, M. (2006). Talking about Change: Understanding Employee Responses through Qualitative Research. Management Decision, Vol. 44 Issue 2, p246-258.
Martin, M. & Whiting, F. (2010). Human Resource Practice. USA: Chartered Institute of Personnel and Development.
Maurer, R. (1996). Using resistance to Build Support for Change. Journal for Quality &Participation, 56-63.
Morrison, E. W., & Phelps, C. C. (1999). Taking Charge at Work: Extra Role Efforts to Initiate Workplace Change. Academy of Management Journal, 42, 403-419.
Pasmore, W., Woodman, R. & Shani, A. (2010). Research in Organizational Change and Development. California, USA: Emerald Group Publishing.