Organizations are collectives of people that create efficiencies in the way they process information and resources to produce profit-driven products. As the market adjusts organizations should learn how to shift with it. Organizational change can be as much a change in perception as it is about adjusting processes. The employees personality and how they perceive these changes makes a difference in the success of change initiatives.
The competitive advantages of firms is partly dependent on human factors such as risk to what is perceived as the normal state (Bablac, 2013). The normal state is subjective but it is based on the perception of "business as usual" for employees. This is homeostasis where they can go about their work in routine in a way that doesn't distress them.
Change requires making the routine adjust to create new patterns of behaviors. It can be difficult for people who seek the safety of familiarity, and have become accustomed to the effort level required to succeed in their jobs, to adjust their patterns. When the expectations change there is bound to be stress and some employees may become resistant.
Reverse perspectives and into employees mind where new effort is annoyingly difficult to learn new requirements and change often represents more work with the same pay. This effort is above and beyond what it takes to learn and understand the new expectations in the workplace. Change is begrudgingly accepted in many cases but is all to often frustrated by employee foot dragging.
To help employees mentally accept change it is necessary to share with them the purpose of change and their specific contributions to it. The end result must be worth the hassle. Employees should envision what the organization will look like after the change and why it is so important for them to be part of it. If employees feel their needs are being taken care of and their contributions are valuable they will much more willing to take on engagement type behaviors.
Catalin, . (2013). Change management essentials to manage business flexibility. Valahian of Economic Studies, 4 (4)