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Organizational Change And Employees’ Reactions – A Theoretical And Practical Framework

Author

Listed:
  • Vosloban Raluca Ioana

    (Academy of Economic Studies, Bucharest, Romania)

Abstract

At present, at global level, most of the organizations and their both internal and external environments, go through massive changes, in order to align to the economic requirements of the country, but not only. This global trend exists due to the economic crisis, which still creates difficulties for most of the business areas, which, for being able to survive on the market and competitors, have to adopt some changes within their strategies. These changes first reflect internally and then externally, being also visible to the external customers and stakeholders. All the organizations want to meet the internal and external needs and this is why the management of change is difficult to be implemented. Employees respond differently to change. This paper aims to underline the most common reactions and impressions that employees have shown in time during periods of change. These aspects need to be taken into consideration when the organization prepares for change, both at low and high level, as they could significantly impact the success of the change implementation strategy in a negative direction, which finally reflects in poor organizational performance. Different employees’ approaches for the perceived organizational change are presented using figures and summaries of studies of various authors.

Suggested Citation

  • Vosloban Raluca Ioana, 2013. "Organizational Change And Employees’ Reactions – A Theoretical And Practical Framework," Annals - Economy Series, Constantin Brancusi University, Faculty of Economics, vol. 2, pages 314-318, April.
    • Handle: RePEc:cbu:jrnlec:y:2013:v:2:p:314-318
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    References listed on IDEAS

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    1. Klarner, Patricia & By, Rune Todnem & Diefenbach, Thomas, 2011. "Employee emotions during organizational change--Towards a new research agenda," Scandinavian Journal of Management, Elsevier, vol. 27(3), pages 332-340, September.
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