Organizations today are facing more change than ever before. To survive, they must innovate and embrace change. As organizational strive to retain their competitive edge, change is implemented by reorganizing, downsizing, and utilizing new technology. In the process of organizational change, however...
Organizations today are facing more change than ever before. To survive, they must innovate and embrace change. As organizational strive to retain their competitive edge, change is implemented by reorganizing, downsizing, and utilizing new technology. In the process of organizational change, however, employees may resist or accept the change for various reasons. In addition, individual employees may repond differently to the change. Recently, the study on resistance to organizational change classifies into emotional resistance and behavioral resistant.
For this purpose, the data for 12 Korean companies and 7 Vietnam companies which were implementing organizational change have been collected. To collect the data for the practical analysis, 260 questionnaires were distributed to 230 employees in 12 Korean companies which were implementing organizational change. Out of the 260 questionnaires, 230 questionnaires were returned. From the 230 gathered, 19 were excluded due to 12 strongly centralized questionnaires and 7 which responded that there had not been any change in their organizations recently. A total of 212 questionnaires were used for analysis. Beside, 300 questionnaires were distributed for about 5 weeks at 7 Vietnam companies and 261 were returned. However, 12 questionnaires out of those returned were considered to be statistically valueless for the analysis were not included and 249 questionnaires were used for analysis.
The results of this study are as follows:
First, a routine seeking personality is positively related to an employee's resistance behavior to organizational change in both Korean and Vietnam companies.
Second, self-efficacy is positively related to an employee's resistance in Vietnam companies with the result being contrary to the hypothesis. However, the relationship between self-efficacy and employee's resistance is not significant.
Third, job and union security was found to have a significant negative relationship in Vietnam companies with an employee's resistance, however the relationship between union security and employee's resistance is not significant in Korea. Finally, union-trust climate is negatively related to employee behavior resistance in both Korea and Vietnam companies.
Organizations today are facing more change than ever before. To survive, they must innovate and embrace change. As organizational strive to retain their competitive edge, change is implemented by reorganizing, downsizing, and utilizing new technology. In the process of organizational change, however, employees may resist or accept the change for various reasons. In addition, individual employees may repond differently to the change. Recently, the study on resistance to organizational change classifies into emotional resistance and behavioral resistant.
For this purpose, the data for 12 Korean companies and 7 Vietnam companies which were implementing organizational change have been collected. To collect the data for the practical analysis, 260 questionnaires were distributed to 230 employees in 12 Korean companies which were implementing organizational change. Out of the 260 questionnaires, 230 questionnaires were returned. From the 230 gathered, 19 were excluded due to 12 strongly centralized questionnaires and 7 which responded that there had not been any change in their organizations recently. A total of 212 questionnaires were used for analysis. Beside, 300 questionnaires were distributed for about 5 weeks at 7 Vietnam companies and 261 were returned. However, 12 questionnaires out of those returned were considered to be statistically valueless for the analysis were not included and 249 questionnaires were used for analysis.
The results of this study are as follows:
First, a routine seeking personality is positively related to an employee's resistance behavior to organizational change in both Korean and Vietnam companies.
Second, self-efficacy is positively related to an employee's resistance in Vietnam companies with the result being contrary to the hypothesis. However, the relationship between self-efficacy and employee's resistance is not significant.
Third, job and union security was found to have a significant negative relationship in Vietnam companies with an employee's resistance, however the relationship between union security and employee's resistance is not significant in Korea. Finally, union-trust climate is negatively related to employee behavior resistance in both Korea and Vietnam companies.
※ AI-Helper는 부적절한 답변을 할 수 있습니다.