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Employee attitudes toward change initiatives

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Human Resources
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Trent C.
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case study
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  1. Introduction
  2. Employee Attitudes Toward Change Initiatives
    1. Employee Attitudes Toward Change
    2. Cognitive State
    3. Emotional State
    4. Behavioral State
  3. Common Behaviors from Assumed Attitudes and Emotions
  4. Identifying Change Agents and Change Resistors
    1. Change Agents
    2. Change Resistors
  5. Conclusion

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).

[...] 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. [...]


[...] Employee Attitudes Toward Change Change initiatives will often elicit very complex emotional responses from the employees affected. According to Piderit (2000), research reveals there exists three different phases in resistance, which are defined as a cognitive state, an emotional state, and a behavior. Cognitive State 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. [...]


[...] For an implementation to be successful, a consultant must be equipped to both identify the change agents as well as the change resistors. References Battilana, J., & Casciaro, T. (2012). Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change. Academy Of Management Journal, 381-398. Eagly, A. H., & Chaiken, S Attitude structure and function. In D. T. Gilbert, S. [...]

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