Human Resource Essay Example | Topics and Well Written Essays - 2000 words - 1

Human Resource - Essay ExampleThe suggested leadership entree for the resistance effort is LMX, particularly for paternalistic or team-based organisational cultures. Leaders are recommended to develop buy in through tapping initial quality relations and the use of evidence to support their arguments. These leaders have ethos, and they must boost logos and pathos appeals to became convincing to employees and management alike. Through their communication and networking efforts, they are believed to establish a scintillating force that can resist poisonous or unproductive organisational neuters. If changes can be attained through strong leadership, a similarly engaging leadership can also final result to powerful resistance efforts to changes. Managing resistance to organisational changes has been examined in numerous management, organisational behaviour (OB), and psychology journals. Van Dijk and Van jibe (2009 144) noted from their review of literature that several management science and OB articles in particular see resistance as an obstacle to organisational development and success. Recommendations are commonly provided to avoid, control and reduce the causes of resistance (Cummings and Worley, 2009 clxv Kwahk and Kim, 2008). Moreover, a number of studies wholly focused on the change agent (Kwahk and Kim, 2008 van Dam, Oreg and Schyns, 2008). When journals examine employee perspectives, they do so with the purpose of dateing the causes of resistance, so that they could be identified for resolution later on (Meyer et al., 2007) as if all forms of resistance are problematic and unproductive per se. Scanty research has been done on why employees oppose particular kinds of changes and how they can go about preventing the implementation of unhelpful/damaging change efforts. This see fills this information gap through exploring existing literature and applying concepts and studies to the process of effectively resisting organisational changes that are unb eneficial or calumnious to employees or other stakeholder groups. This essay agrees that some organisational changes should be opposed, especially when goals, processes and outcomes are unclear and when potential for harmful/unbeneficial consequences exist. It reviews some of the causes of resistance to organisational changes and what employees can do to effectively resist these changes. Its main objectives are 1) to review literature on the common causes of resistance to change and 2) to provide recommendations on how employees can effectively resist change without jeopardising their welfare and employment status. This essay does not aim to manage resistance to changes, but to help students and managers understand the conditions, where resisting changes may be good for the organisation, particularly, when the change goals, processes and outcomes would not be beneficial or would be pestilential to stakeholders. The reviewed literature shows how the management can effectively respo nd to employee resistance to changes while other studies and books examined the varied reasons so-and-so resistance to changes. The framework for resistance is presented below (see Figure 1). Nevertheless, these studies do not identify that some of the assertable reasons for resistance are due to lack of clarity and/or benefits and misalignment with personal ethical beliefs