THE STUDY OF RUSSIAN COMPANIES EMPLOYEES RESISTANCE TO CHANGE AND OF COMMUNICATIONS’ ROLE IN ITS REDUCTION
Karpach A.
Korneeva E.
Аннотация
В статье представлены результаты выполненного маркетингового исследования по влиянию причин сопротивления персонала организационным изменениям. Изучено влияние на сопротивление персонала таких факторов как размер организации, стаж работы и уровень доверия руководству. Также исследована роль информированности в реализации программ снижения сопротивления переменам. Сбор данных выполнен путем размещения анкеты в социальных сетях.
Ключевые слова
Маркетинговое исследование, сопротивление изменениям, управление персоналом, причины и факторы сопротивления изменениям.
To identify the causes and factors personnel resistance to organizational change in Russian companies the research was made [1].
The research object: the working citizens of RF, the employees of the Russian companies.
The research purpose: the study of causes and factories of resistance to organizational change for the design of work programmes with staff during the implementing changes.
The methodology: Collecting data using questionnaires posted on the Internet. 50 people were examined.
Two main problems usually appear in the organizations when change management [2].
The first one individual and group resistance to the organization's personnel.
The second problem is the control in the organization. The most of organizational control mechanisms are designed to operate in a relatively stable condition but not in the transition period.
Some employees can have their own views on the changes desirability and their implications for the organization. It will be different from the changes declared by the organizers.
Group resistance comes from the fact that any organization can be viewed as a political system in which there are groups and coalitions with their own "political" interests [3]. Their reaction to change will largely depend on how, in their opinion, these changes will affect the balance of power and influence in the organization.
Our research consisted in placing profiles on social networks to identify resistance to change in Russian companies
Our questionnaire consisted of 8 questions. The answers of respondents, finally, helped us to understand the causes of employees dissatisfaction to different kinds of changes in their organizations.
On the first place, during drafting the questionnaire was taken into account the studied factors: the organization size, work experience in the organization, the confidence level in the leadership of the company.
The main purpose was to identify the causes and factors personnel resistance to organizational change.
The presumed hypothesis: Many people reject the changes, despite their importance. They are afraid of change and resist it because change threatens the familiar ideas and opinions. There are many reasons for that: frustration related to unsuccessful past experiences, fear of the unknown, mistrust, lack of information, lack of communication with the corporate culture and others. However organizations have to adapt to changes in the external environment and accordingly to make changes within yourself.
Deduction
1) Office employees are more willing to change than others. 12 people (24%) were examined. They answered that they were ready for change, if the new job will give more autonomy (10%), if the new work will be more interesting than the current (12%), if offered higher wages (1%), other (1%). The rest of the respondents: employees of stores (15 and 30%), lower-level managers (15 participants, 30%), middle managers/senior managers (8 participants, 16%), most of them don't mind change mainly due to the increase in wages (20 patients, 40%).
2)Firm size significantly affects on the fear of change. So employees of large enterprises (18 people were examined, 36%), afraid demotion more (8 persons, 16%) and real wages (8 persons, 16%). Employees of organizations medium size (15, 30%) do not want to increase the working time (6, 12%) and real wages (7 people, 14%). Employees of small businesses (17 persons, 34%) do not want to change the environment in the workplace (15, 30%).
3)The higher the seniority of employees, the more satisfied they are with their work and agree on changes. Employees who have worked 6 to 10 years (15, 30%) believe that they have received a lot of useful and necessary for the career development and professionalism (10 people, 20%) and willing to change if you increase wages (13, 26%). People who worked in companies from 3 to 5 years (10 people, 20%) also believe that they have received a lot of useful information for the development of professionalism (8 persons, 16%), and the changes in the company want a job that will give more independence (9 persons, 18%). Those who have worked in the organization up to 3 years (23 patients, 46%) think that they underestimate (10 people, 20%) and they are not satisfied with their work (8 persons 16%),therefore, they would like that they are entrusted with more challenging work (16 people, 32%).
4) The more detail available and timely information about the various types of changes, the ratio of satisfaction with the head higher, the willingness to change more. 18 people interviewed (36%) are completely satisfied with the attitude of managers to the subordinates, 16 (32%) of them said that they get the information on time and everything is clear at 100% and when changes are more afraid of changes in the situation in the workplace (15chelovek 30% ). Those who are not sufficiently satisfied with the attitude of managers to subordinates (12, 24%) say that all innovations have to ask (5 persons, 10%), and not always the information is provided on time (7 persons, 14%), so most of all they fear increase the operating time (6 persons, 12%) and the reduction of wages (6 persons, 12%).
List of references
1. Ivanova E.A., Suchkova M.V. Study of the Resistance to Changes Among Employees of Trading Company on the Example of LLC «Adidas Group»/ International Scientific Conference «Scientific Discoveries» Czech Republic, Karlovy Vary – Moscow, Russia, 28-29 January 2016. – p.128-133.
2. Блинов А.О. Управление изменениями: Учебник для бакалавров / Блинов А.О., Угрюмова Н.В..- М.: Издательско-торговая корпорация «Дашков и Ко», 2014.- 304 с.
3. Распопов В.М. Управление изменениями: Учебное пособие. – М.: Магистр, 2009. – 333 с.
УДК 338