Employee attitudes toward change initiatives

Trent C.

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Employee attitudes toward change initiatives

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Abstract

The cognitive aspect of one's attitude refers to the belief system an individual has regarding a particular project or idea. In the case of Kudler Foods, it is noted the resistance factors include the notion by employees that the previous system was adequate for the needs of the company, thus creating an attitude of resistance in the cognitive notion of the employee base. The belief system of an employee can contribute greatly to the types of resistance displayed in an implementation the scale Kudler Foods is embarking upon. Eagly and Chaiken (1998) define the cognitive aspect as an expression of positive or negative evaluation of a situation determining the greater or lesser extremity of each situation.

It has been observed some managers are efficient using the current system and think they should not have to adopt the new system simply because other managers are less efficient. This is clearly a cognitive attitude of resistance and will need to be addressed to ensure a successful implementation. Finally, "an employee facing a newly proposed organizational change is responding to a novel event, the cognitive dimension is more likely to reflect intentions than past behaviors" (Piderit, 2000: 788).

Introduction
Employee Attitudes Toward Change Initiatives
1. Employee Attitudes Toward Change
2. Cognitive State
3. Emotional State
4. Behavioral State
Common Behaviors from Assumed Attitudes and Emotions
Identifying Change Agents and Change Resistors
1. Change Agents
2. Change Resistors
Conclusion

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Extract

[...] This is clearly a cognitive attitude of resistance and will need to be addressed to ensure a successful implementation. Finally, employee facing a newly proposed organizational change is responding to a novel event, the cognitive dimension is more likely to reflect intentions than past behaviors” (Piderit, 2000: 788). Emotional State The emotional state, on the other hand, is defined as feelings, moods, emotions, and sympathetic nervous-system activity that people have experienced in relation to an attitude object and subsequently associate with it" (Eagly, & Chaiken, S. [...]

[...] The general employee population will most likely serve as another group of employees most opposed to the change. Since the new HRIS will change how they clock in and annotate their time off, this will require them to work within the new system to become familiar with how to do their most common tasks associated with their employee file. Conclusion Any type of change involving every employee in an organization will be met with varying types of resistance. Change initiatives are often viewed by employees in one of two extremes. [...]

[...] Identifying Change Agents and Change Resistors Change agents are identified as those who are quicker to adapt and embrace change than others. According to Marsden and Friedkin, (1993) change initiatives in an organization can be viewed more as an exercise in social influence or further defined as the metamorphosis of an attitude or behavior by one employee in response to another employee's thoughts or actions. As such, to ensure a successful implementation, it imperative for consultants or project managers to identify potential change agents within the organization to help further the message and help employees identify with the change initiative. [...]

[...] W., & Phelps, C. C Taking charge at work: Extrarole efforts to initiate workplace change. Academy of Management Journal 42: 403-419. Piderit, S. (2000). RETHINKING RESISTANCE AND RECOGNIZING AMBIVALENCE: A MULTIDIMENSIONAL VIEW OF ATTITUDES TOWARD AN ORGANIZATIONAL CHANGE. Academy Of Management Review, 783-794. [...]

[...] Common Behaviors from Assumed Attitudes and Emotions One of the most common behaviors experienced is that of ambivalence toward the change initiative. This behavior usually results when the cognitive and emotional states are in conflict. As an example, the human resource team within Kudler Foods may understand the need for the new HRIS cognitively, however, due to the increase in their manual workload, they may have disgruntled feelings regarding their part in the implementation. This ambivalence can be expressed behaviorally by exhibiting a lack of engagement during meetings, inability to sell the idea to their internal clients, or exhibiting behaviors commonly known categorized as simply going through the motions of their job. [...]

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