DO REALLY EMPLOYEES RESIST CHANGE? CASE STUDY AT A CREDIT INSTITUTION

Abstract

Organizational management literature describes resistance to change as an impediment, an inevitable and natural reaction to change. The purpose of this study is to show that employees do not always resist change, at least not change per se. We have conducted a survey in a credit institution that underwent a major change in the last few years. Data was collected using questionnaires, interviews with managers and other employees and direct observation. The objectives of the study are to identify the real reasons why employees resist change, what is the outcome expectation of the change process and if the employees support the change process. Some researchers argue that top management usually opposes the new changes, while others confute these statements. The identified results show that few employees resist change, willingness to change being the general response in the organization.

Keywords

• organizational change
• resistance
• credit institution
• personal interests
• status quo