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Managerial Practices as Antecedents of Employees' Resistance to Change: Organizational Change and Human Resource Management
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Author(s): Antonia M. García-Cabrera (Universidad de Las Palmas de Gran Canaria (ULPGC), Spain), Sonia M. Suárez-Ortega (Universidad de Las Palmas de Gran Canaria (ULPGC), Spain)and Fernando García-Barba Hernández (Cabildo Insular de Gran Canaria, Spain)
Copyright: 2016
Pages: 16
Source title:
Strategic Labor Relations Management in Modern Organizations
Source Author(s)/Editor(s): Ana María Lucia Casademunt (Universidad Loyola Andalucía, Spain)
DOI: 10.4018/978-1-5225-0356-9.ch005
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Abstract
This chapter deepens the study of the three components of resistance to change in employees: cognitive, affective, and behavioral. It includes an analysis of the sequential character of them, through the effect that the variables related to the management of the change process and to the change consequences for employees exert on each of these components. With a sample of employees who work in companies that have embarked on programs of change in the two years prior information gathering. Our results question the mediating effect of cognitive and affective resistance and, consequently, the sequential character of the three components of resistance. Results put forward that cognitive and affective resistance are conceptually different, have different antecedents, and exert different effects on the behavioral resistance. Moreover behavioral resistance is jointly determine by the cognitive and affective components of resistance to change.
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