Employee’s Psychology behind Opposing Change: A Research Review

Abstract

ACT This research paper is an attempt to study employee’s psychology behind resistance to organizational change. The nature of the paper is conceptual in nature and based on the review of literature and other aspects such as views of the experts. Change often introduces uncertainty about the future, including how it will affect employees' roles, responsibilities, and job security. Fear of the unknown can lead employees to resist change as they may perceive it as risky or threatening to their well-being. Due to loss of familiar routines, relationships, status, or autonomy. It has been seen that humans are creatures of habit, and familiarity can breed comfort and a sense of security. They are comfortable with the way things are and are reluctant to disrupt their established routines or ways of working. Change challenges employees existing beliefs, values, or identity, leading to feelings of psychological discomfort. Also, change initiatives that involve increased supervision, micromanagement, loss of decision-making authority can trigger resistance from employees who value autonomy and independence in their work. They perceive it as poorly planned, imposed without consultation, or driven by ulterior motives. It has been come across that the employees may have emotional attachments to existing processes, systems, or traditions within the organization, making it difficult for them to let go and embrace new ways of doing things. Employees resist change because they perceive it as conflicting with their existing priorities, goals, or commitments. They do not fully understand the rationale behind it, the expected benefits, or how it will impact them personally. Clear communication and education about the change can help address misunderstandings and alleviate resistance.