Причины сопротивления персонала организационным изменениям: взгляд менеджеров как агентов перемен
Abstract. The Aim. Classification and identification of the degree of influence of factors of resistance staff organizational changes. Methodology. Based on the idea of systematization of organizational change resistance as a form of organizational behavior, which manifests itself at three levels: individual, group and organizational. According to the results of the literature identified the key factors of resistance to change personnel at every level and developed a questionnaire in which the 7-point scale to evaluate the influence of each factor on the resistance to change. Participated in the survey line managers Nizhny Novgorod business companies in various sectors of the economy (N = 177). Selection of line managers as experts due to the fact that they, as agents of organizational change in their units directly encounter resistance staff. The obtained data were subjected to statistical processing. The Results. It was found that the priority areas of organizational change in Russian business of the company is introducing new technologies and human resource management. Revealed that, in the opinion of management, staff resistance to change has held the average intensity. Found that the greatest influence on the resistance of personnel changes at the individual level, according to managers, have inertia and fear of negative consequences of change, and in the group - group norms. The differences in the perception of managers between individual factors on the degree of their influence on the resistance to change at the organizational level are not detected. Conclusions. Resistance factor organizational changes allocated line managers, form two fundamentally different in nature groups: internal and external factors. Group internal factors consists of individual psychological (inertia, fear of negative consequences of change, lack of trust and respect for managers) and psychosocial (group norms, group cohesion, the threat of losing power) causes resistance to change. The second group includes organizational conditions of resistance to change "rigid" structure of the company; characteristics of organizational culture; absence of a clear development strategy of the organization; ineffective management of organizational change; imperfect system of organizational communications. Value of the results. Identify priority areas of organizational changes in business companies. Proposed systematization of resistance factors of personnel changes. Conducted an empirical evaluation of the perception of line managers intensity resistance to psychological causes personnel changes.