Examining the Relationship between Employee Resistance to Changes in Job Conditions and Wider Organisational Change: Evidence from Ireland

Hugh Cronin and Seamus McGuinness
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Hugh Cronin: Economic and Social Research Institute, Dublin

No 8441, IZA Discussion Papers from Institute of Labor Economics (IZA)

Abstract: This paper uses a linked employer-employee dataset, the National Employment Survey, to examine the determinants of organisational change and employee resistance to change and, specifically, to examine the influence of employee inflexibility on the implementation of firm-level policies aimed at increasing competitiveness and workforce flexibility. Key finding arising from the research is that while workforce resistance to job-related change often forces firms to seek alternative means of achieving labour flexibility, there appears little that firms can do to prevent such resistance occurring. The presence of HRM staff, consultation procedures, wage bargaining mechanisms, bullying and equality polices etc were found to have little impact on the incidence of workforce resistance to changes in job conditions.

Keywords: organisational change; linked employer-employee data; workforce resistance (search for similar items in EconPapers)
JEL-codes: J31 J51 J53 (search for similar items in EconPapers)
Pages: 27 pages
Date: 2014-08
New Economics Papers: this item is included in nep-eur and nep-lab
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Published - published in: Evidence Based HRM, 2015, 4 (1), 30 - 48

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Working Paper: Examining the Relationship between Employee Resistance to Changes in Job Conditions and Wider Organisational Change: Evidence from Ireland (2014)
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