Resistance of employees within the organizations usually refers to the forms of staff showing their disagreement with the bosses while performing their jobs. The key feature of such resistance is the fact that the employees tend to avoid direct disobedience and confrontation with the managers. Even within these limits, the staff members can undertake an action or non-action that can be treated as an expression of resisting. Thus, one may discuss the phenomenon through the prism of three categories – the reasons, the means, and the ways of solution.
First, as a type of conflict, resistance emerges when the employers’ and employees’ opinions diverge. Most commonly, the resistance is connected to the actions within organizations, for example, a rapid reformation or ignorance of the staff’s interests by the bosses. As a result, personnel can resort to an array of measures. Among the subtle ones, they can express their discontent, for example, by asking uncomfortable questions during the meeting or obstructing it. Also, employees may make errors like the careless treatment of the equipment, which seems unmeant, but leads to real damage.
If one discusses more open methods of disagreement, they might include the acts of sabotage and undermining the bosses’ decisions. The actions, such as the destruction of technology, can be masked as accidents to remain somewhat subtle, but still, contain hints on their voluntary nature. While the problems initially may be hard to identify, once the question becomes evident, the employers should work upon their solution. To keep the employees in check while considering their opinion, the bosses have the option of making concessions. These can be done by processing the reforms more gradually or discussing the opposing views with the personnel more frequently.
In the end, one can see that organizational resistance can appear when the employees are discontent with the reforming process or the bosses’ decisions. To demonstrate the disagreement, individuals could subtly stir the working process and decrease their effectiveness. As an alternative, they can resort to the hidden, but guessed actions of sabotage. In turn, employers might be able to fix the problem, namely, by making the reforms progressive or by consulting the personnel about the course of their government.