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Register a new userThe Impact of Resistance to Change on the Efficiency of the Organization's Performance A Field Study on the City Council Workers Lattakia
أثر مقاومة التغيير على كفاءة أداء المنظمة دراسة ميدانية على العاملين في مجلس مدينة اللاذقية
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يهدف البحث إلى دراسة أثر مقاومة العاملين للتغيير على كفاءة أداء المنظمة المتمثلة بمجلس مدينة اللاذقية والمديريات التابعة له. ودراسة الفروق بين العاملين في مقاومتهم للتغيير تبعاً لمتغيرات الجنس, والعمر, والخبرة, والمؤهل العلمي. استخدم الباحث المنهج الوصفي التحليلي, وشمل مجتمع البحث جميع العاملين في مديريات مجلس اللاذقية والبالغ عددهم (3160) عامل, وبلغ حجم العينة من العاملين (343) عامل تمّ توزيع الاستمارات عليهم, وأعيد منهم (331) استمارة كاملة وصالحة للتحليل الإحصائي, وبنسبة استجابة بلغت (96.5%). وكان من أهم نتائج البحث: 1- يقاوم العاملون في مديريات مجلس مدينة اللاذقية التغيير, ويظهر ذلك من خلال معارضتهم القوانين الجديدة التي لا تخدمهم, وبحثهم عن مكتسبات شخصية بغض النظر عن النتائج, وتفضيلهم العمل الروتيني, وإنجازهم لأعمالهم ببطء, وعدم طرحهم أفكار جديدة منذ زمن بعيد. 2- هناك علاقة ارتباط متينة وعكسية بين مقاومة العاملين للتغيير وكفاءة أداء المنظمة, أي كلما ازدادت مقاومة العاملين للتغيير انخفضت كفاءة أداء المنظمة, حيث أن (64.8%) من التباين الحاصل في كفاءة أداء المنظمة يفسره مقاومة العاملين للتغيير, والباقي يعزى لأسباب أخرى. 3- عدم وجود فروق دالة إحصائياً بين متوسطات إجابات العاملين في مقاومتهم للتغيير تبعاً للخصائص الشخصية (الجنس, الخبرة, العمر, المؤهل العلمي).
The research aims to study the impact resistance of employees to change the efficiency of the performance of the organization of Lattakia City Council and the relevant directorates. It studies the differences between working in their resistance to change depending on the variables of gender, age, experience, and qualifications. The researcher adopts the descriptive analytical method. The research community includes all employees in the departments of the Council of Lattakia's (3160) factor, with a sample size of (343) workers, to whom forms were distributed. (331) forms returned as complete and valid for statistical analysis, and response rated (96.5%). The most important results: 1. Workers in the departments of the Lattakia City Council resist change, it appears that through their opposition to the new laws that do not serve them, their search for the gains of character, regardless of the results, a preference for routine work, the achievement of their business slowly, and not cast them new ideas a long time ago. 2. There is a strong correlation between resistance and counter-productive workers to change the performance and efficiency of the organization, i.e., the greater the resistance to change as workers decreased efficiency of the performance of the organization, where that (64.8%) of the discrepancy in the efficiency of the organization's performance is explained by staff resistance to change. 3. The lack of statistically significant differences between the mean answers workers in their resistance to change depending on the personal characteristics (sex, experience, age, academic qualification).
References used
Weather, William, "Strategic change and leader. Follower alignment", Organizational Dynamics, Vol. 32, No.1, 2003
Lines, Rune, "Influence of participation id strategic change resistance, organizational commitment and change goal achievement", Journal of Change Management, Vol. 4, No.3, 2004
Carol, O, "Resistance to change in the community college: The influence of participation, open communication perceived organization support, and organization commitment", dissertation abstract, the University of Oklahoma, USA, 2006
Chuang, Yuh-Shy, Individual resistance of employees against organizational change, Ching Yun University, 2010
Boohene, Rosemond and Williams, Asamoah Appiah, Resistance to Organizatioal Chang: A Case study of Oti Yeboah Complex Limited CSCanada International Business and Management, 4 (1), 2012
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change of the employees through a study of the relationship between the dimensions of the
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loyees working in Lattakia City
Council. To achieve the objectives of the research, a questionnaire was designed and distributed to
(343) employees in Lattakia City Council, (315) questionnaire were complete and valid for
statistical analysis, with a response rate of (91.84%). Relying on multiple regression, the following
results were reached:
1. There is a strong inverse relationship which is statistically significant between the
elements after the containment and interdependence of (empowerment, staff development,
teamwork and participation), and a reeducation of the resistance of workers to change, wherever
after containment and coherence elements are available, there is a decline in the causes resistance
of workers to change.
2. There is strong inverse relationship that is statistically significant between the elements
after the consistency and uniformity of working (core values, agreement, coordination and
integration), and a reduction of resistance workers to change, i.e. when elements after consistency
and homogeneity are availed, they lead to a decline in the causes of workers resistance to change.
3. There is strong inverse relationship which is statistically significant between the elements
of the human aspects (respect and appreciation, justice, encouragement achievement, and social
welfare), and the reeducation of workers resistance to change, i.e., whenever there are elements of
the human aspects, there is a decline of the causes of workers resistance to change.
4. There is strong inverse relationship which is statistically significant between the elements
after the organizational climate of (administrative practices, rewards, communications, and
surveillance system), and the reduction of workers resistance to change, i.e., wherever after the
organizational climate elements are available, there is a decline in the causes of workers resistance
to change.
The research aims to identify the impact of the absence of organizational justice
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phenomenon of corruption among the workers in the city of Latakia Counc
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descriptive approach and included the research community all employees in Lattakia City
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been the questionnaires they distributed and returned them (161) to identify and complete
for statistical analysis and response rate (92%). And the adoption of appropriate statistical
methods was the most important results that have been reached:
*The sense of workers fairly transactions was the highest relative importance
(64.26%), followed by a sense of fairness of procedures relative importance (56.68%),
followed by a sense of justice of the distribution relative importance (53.89%).
*The absence of organizational justice has an impact on the behavior of the spread of
corruption among employees in Lattakia City Council, where (60.9%) of the developments
in the spread of behaviors administrative corruption among employees is explained by the
absence of organizational justice in general changes. For each dimension of organizational
justice dimensions; the absence of distributive justice explains (54%), and the absence of
procedural Justice explains (55.5%), and the absence of Interactional Justice explains
(57.8%).
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1 - resists workers administrators at the University of Aleppo change for many
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leads to changing the nature of social relationships among workers, and fear of losing some
privileges that they enjoy, and their belief that the new behavior is incompatible with the
supposed behavior currently in place at the university.
2 - There is an inverse correlation between the use of managers to democratic
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managers use a democratic style of leadership, the lower the resistance to change its
various dimensions.
3- no different resistance administrative staff at the University of Aleppo to change
depending on the personal characteristics of the following: gender, age, educational
qualification, monthly income, marital status.
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