The Role of Organizational Culture in Managing Change
Organizational change is inevitable in every organization undergoing development. However, in most cases, organizational change is often delayed by resistance from employees and other stakeholders for psychological, social, and structural reasons. Organizational culture thus plays a significant role in the implementation or failure of any change initiative since it can function as a facilitator of a smooth transition and as an obstruction to change: The Role of Organizational Culture in Managing Change.
Organizations can also use Strategic Human Resource Management (SHRM) as a tool to overcome resistance, aligning employee needs to the organization’s goals while promoting a culture of change. This analysis examines reasons why change meets resistance, organizational culture, how SHRM adds value, and the best HRM practices to manage resistance.
Why Organizational Change Meets Resistance
Resistance is experienced in organizational change due to psychological, social, and organizational dynamics. According to Furxhi (2021), one of the main causes of resistance to change is the fear of the unknown, where employees worry about how the change will impact their roles, responsibilities, or job security. This anxiety often arises from inadequate communication and a lack of transparency during the planning stages of the change process. Employees can also resist change because people naturally prefer familiar processes and resist altering behaviors and routines, especially if they are not prepared to adjust and are given limited control over the decisions linked to the change.
Moreover, mistrust of leadership can increase resistance when employees perceive leaders as inconsistent or untrustworthy in managing previous changes. Mistrust in leadership also increases resistance to change when employees perceive the change as unwarranted or unlikely to deliver personal or organizational benefits since they may assume that the change is only intended to benefit leaders. Therefore, it is important for organizations to maintain transparency throughout the change process, from the planning stage to the implementation stage, to limit resistance.
Organizational Culture in Relation to Organizational Change
Organizational culture plays a significant role in the implementation of change because it specifies what members of an organization share in terms of values, norms, and behaviors. Organizational culture can also help an organization successfully implement change, especially if it facilitates flexibility, trust, and teamwork among employees (Zhang et al., 2023). In organizations where the culture aligns with the proposed changes, employees are more likely to embrace the transition and offer ideas on how to successfully implement the change. For example, a culture of innovation encourages employees to view change as a chance for growth rather than a threat.
However, organizational culture can also act as a barrier to change. For example, deep-rooted norms and behaviors may conflict with any new policies or systems, thus making employees oppose changes that require changing them. Moreover, cultures that discourage open communication or foster hierarchical decision-making reduce dialogue, which may result in misunderstandings and resistance when implementing change. Therefore, organizations should focus on creating a favorable organizational culture that accommodates the proposed change to manage change effectively.
Benefits of Strategic HRM to Managing Resistance toward Organizational Change
SHRM is essential in handling resistance to change by aligning organizational goals with HR strategies and creating an environment that can facilitate the change process. A major contribution of SHRM in the change process is effective communication. Organizations can use effective communication in helping employees understand the reason for the change and how it fits in with the broader objectives of the organization. SHRM also includes involving the employees in the change planning process to minimize the perception of change as an imposition.
SHRM also identifies the skills gaps related to the change to assist in planning and providing the training and development necessary for the employees to be equipped with the knowledge and skills needed to perform in the new environment, leading to reduced uncertainty and increased confidence among the employees (Yu et al., 2022 ). In addition, SHRM incorporates the use of change agents, like influential employees who support the change, to act as role models for good behavior and encourage others. Such tactics not only prevent resistance but provide an all-inclusive approach toward adapting to the complexities of organizational changes.
HRM Best Practices to Manage Resistance to Organizational Change
HR professionals apply various best practices to manage resistance to organizational change. One of these practices is the communication of the purpose and benefits of the change and the steps involved in the change process. Communication through various channels such as meetings, emails, and individual conversations eases concern and makes the employees feel at ease and aware of what is happening, thus reducing their resistance to change.
The second best practice is building employee involvement through decision-making. When employees contribute to shaping the change, they develop a sense of ownership and are more likely to support it (Albrecht et al., 2020). Feedback loops, such as surveys or focus groups, further ensure that employee voices are heard and addressed.
Another best practice is providing support systems and training. Workshops, mentoring, and counseling can help to familiarize the employees with new systems and roles and reduce their fears, leading to reduced resistance to change. Combining these best practices enables the HR department to provide an environment where employees respond to the change without much resistance.
Conclusion
Resistance to organizational change is caused by fear, uncertainty, and attachment to established routines. Organizational culture may enable and hinder organizational change, hence the need for a positive organizational culture that encourages open communication and innovation. Organizations may also use SHRM to develop frameworks that would ensure minimal resistance and maximum engagement.
For instance, HR can reduce resistance by using SHRM to facilitate open communication and employee involvement, offering solid support mechanisms. However, human resource managers must consider that managing change requires balancing between addressing employee concerns and guiding the organization toward its strategic goals.
References
Albrecht, S. L., Connaughton, S., Foster, K., Furlong, S., & Yeow, C. J. (2020). Change engagement, change resources, and change demands: A model for positive employee orientations to organizational change. Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.531944
Furxhi, G. (2021). Employee’s resistance and organizational change factors. European Journal of Business and Management Research, 6(2), 30-32. https://doi.org/10.24018/ejbmr.2021.6.2.759
Yu, J., Yuan, L., Han, G., Li, H., & Li, P. (2022). A study of the impact of strategic human resource management on organizational resilience. Behavioral Sciences, 12(12), 508. https://doi.org/10.3390/bs12120508
Zhang, W., Zeng, X., Liang, H., Xue, Y., & Cao, X. (2023). Understanding how organizational culture affects innovation performance: A management context perspective. Sustainability, 15(8), 6644. https://doi.org/10.3390/su15086644
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Question 
Organizational change inevitably meets with varying degrees of resistance. One of the key resistance factors in many instances is organizational culture. Strategic HRM is key in managing change and resistance to change.
The Role of Organizational Culture in Managing Change
To complete this Assignment, review the Learning Resources for this week and respond to the following key points in a 3- to 5-page academic paper.
- Analyze why organizational change meets with resistance.
- Analyze the relevance of organizational culture to organizational change, and explain its dual role as both an HRM opportunity and obstacle.
- Analyze the value of strategic HRM in managing resistance to organizational change.
- Explain 2–3 HRM best practices to help manage resistance to organizational change.
Assignment must include 3-5 references to support your thinking.