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.
|Title of host publication||The Routledge Companion to Organizational Change|
|Editors||David M Boje, Bernard Burnes, John Hassard|
|Place of Publication||Abingdon, Oxon|
|Number of pages||9|
|ISBN (Print)||978-0-415-55645-3, 0415556457|
|Publication status||Published - 2012|
Randall, J. A., & Procter, S. (2012). Changing attitudes to employee attitudes to change: From resistance to ambivalence and ambiguity. In D. M. Boje, B. Burnes, & J. Hassard (Eds.), The Routledge Companion to Organizational Change (pp. 366-374). Abingdon, Oxon: Routledge.