Changing attitudes to employee attitudes to change: From resistance to ambivalence and ambiguity

Julian Adrian Randall; Stephen  Procter

Changing attitudes to employee attitudes to change: From resistance to ambivalence and ambiguity

Julian Adrian Randall, Stephen Procter

Business Management

Newcastle University

Research output: Chapter in Book/Report/Conference proceeding › Chapter (peer-reviewed)

1 Citation (Scopus)

Abstract

Tis chapter examines the issue of employee attitudes to change. We identify three broad phases in the ways in which employee attitudes have been dealt with. Eraly work on the management of change took the view that, on the whole, employees will be resistant to change. The task for managers was thus seen as identifying and avoiding any factors that might aggravate this tendency.

Original language	English
Title of host publication	The Routledge Companion to Organizational Change
Editors	David M Boje, Bernard Burnes, John Hassard
Place of Publication	Abingdon, Oxon
Publisher	Routledge
Pages	366-374
Number of pages	9
ISBN (Electronic)	978-0-203-81027-9
ISBN (Print)	978-0-415-55645-3, 0415556457
Publication status	Published - 2012

Cite this

Changing attitudes to employee attitudes to change: From resistance to ambivalence and ambiguity. / Randall, Julian Adrian; Procter, Stephen .
The Routledge Companion to Organizational Change. ed. / David M Boje; Bernard Burnes; John Hassard. Abingdon, Oxon: Routledge, 2012. p. 366-374.

Research output: Chapter in Book/Report/Conference proceeding › Chapter (peer-reviewed)

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SN - 0415556457

SP - 366

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BT - The Routledge Companion to Organizational Change

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Changing attitudes to employee attitudes to change: From resistance to ambivalence and ambiguity

Abstract

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