 EMPLOYEE INVOLVEMENT IN A CHANGE PROCESS - A CASE STUDY FOR ROMANIAN ORGANIZATIONSPrediscan Mariana () and
Roiban Roxana Nadina ()
Annals of Faculty of Economics, 2015, vol. 1, issue 1, 1158-1164 Abstract: Innovation, competitive advantage, change are some concepts that should be on every organization's agenda, due to the fact the global market leads to global competition so in order to increase the market share, turnover or profit organizations have to incorporate those concepts in their strategies. The outside environment is very unstable and things are evolving very fast so managers from all levels have to acknowledge the importance of change and to identify as soon as possible several new ideas that should be the subject of different change processes. Openness to organizational change has become a mandatory feature for those organizations that want to survive and adapt to the external pressure, helping them to be efficient. Even if in many cases managers are the initiators of change, this process is very complex and needs support and involvement from all the members of the organization, so the employee's attitude and commitment to change is crucial. In many cases employees have a negative attitude towards change and manifest a strong resistance, due to the fact that they are not consulted and are not involved in the process of the identification for the need of change. Without understanding and knowing very well what it is expected from them, employees are afraid of the unknown and prefer to perform their tasks as they did before. Creating a climate and a culture for change is very important, because like this change will be something normal, continuous and people will feel comfortable with any change initiatives, without being surprised, confused or scared. Even if any change process should improve the current state of the organization, sometimes change efforts fail because the ones that resist change are stronger than the ones supporting change. The purpose of this paper is to analyze how often are Romanian employees involved in the processes of change and how important is the role they play. We have also tried to see the Romanian manager's perception towards change and the way they perceive the need of involving employees when decisions are made. In order to answer those questions we have based our results on a study made on Romanian organizations from the western side of the country. The sample included managers and employees from organizations operating in industries such as: trade, manufacturing and services. Keywords: change management; openness to change; resistance to change; employee involvement (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ora:journl:v:1:y:2015:i:1:p:1158-1164 Access Statistics for this article More articles in Annals of Faculty of Economics from University of Oradea, Faculty of Economics Contact information at EDIRC. |
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