How employees react when facing organization change and what HR Literature review

How employees react when facing organization assortment and what HR handler should do - Literature review ExampleN single of the mini computer companies could ensue in the business of personal computers Business schools and medical colleges are finding a hard tome to qualify their curriculum according to the types of doctors and managers that are in demand in the market (Christensen & Overdorf, 2000, p.67). There are numerous other examples displaying the same challenge. It is seen that counter transfigure efforts fail primarily because employers fail to handle the resistance towards permute from employees. Managing form successfully means managing the fear of people. However, the peoples reactions to change efforts remain irrational and unsuccessful. Resistance towards the change originates from the fear of the inglorious and apprehensions about a loss. HR managers play the crucial role of managing the reaction or response of employees towards the change process. The apparen t reason to peoples fears is the way they perceive the change process, while the back end reaction to the change process is the extent to which they are equipped to deal with the change process. ... The project brings forth numerous particular reviews and suggestions of researchers and practitioners on the subject and delivers a critical analysis. It also puts forth their views regarding how changes can be managed effectively with effective people management procedures (Adair, 2007, p.124). Literature Review- How employees react when facing organization change and what HR manager should do Employee Resistance to Change- Critical Analysis The research begins with analysis of the greatest challenges of managing change initiatives in the organization. Managing organisational change is a difficult process as the conditions under which it is undertaken at the initial stage keeps changing. As situations keep shifting it becomes increasingly difficult for the top managers and agents to p repare for manage the change process in a way which satisfied both employers and employees. It is not surprising to understand that change resistance has attracted gigantic attention from practitioners and researchers. Immense attention has kaput(p) into the understanding of determinants and sources of change resistance. The general public and the media have gone into various forms of active resistances such as protests and strikes. Some of the other forms of organizational resistances are passive resistance, which is comparatively less observable, but has immensely attracted the concern of employers in organizations. Unsurprisingly, resistance towards change initiatives account for being one of the most crucial sources of organizational change failures (Conger & Kanungo, 1998, p.8). Meyer, (1982) and Nadler, (1998) have defined the concept of organizational change as the effort or the series of efforts which is designed in a manner to bring about change or transformation in