Abstract:
The momentum for change is forever present. We experience change in our daily lives in a range of ways and in a range of settings. One setting where there has been significant change in recent years is the workplace. However, in many instances, proposed and substantive workplace change has resulted in considerable employee resistance.
Based on evidence from two case studies undertaken in large, but diverse organisational settings, this paper examines the use of training and development as intervention strategies to minimse employee resistance to change. The paper also examines issues which could assist organisations to effectively diagnose, manage, and overcome employee resistance, whilst at the same time, engender a climate conducive employee 'readiness' for change.
Based on evidence from two case studies undertaken in large, but diverse organisational settings, this paper examines the use of training and development as intervention strategies to minimse employee resistance to change. The paper also examines issues which could assist organisations to effectively diagnose, manage, and overcome employee resistance, whilst at the same time, engender a climate conducive employee 'readiness' for change.