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

Julian Adrian Randall, Stephen Procter

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

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 languageEnglish
Title of host publicationThe Routledge Companion to Organizational Change
EditorsDavid M Boje, Bernard Burnes, John Hassard
Place of PublicationAbingdon, Oxon
PublisherRoutledge
Pages366-374
Number of pages9
ISBN (Electronic)978-0-203-81027-9
ISBN (Print)978-0-415-55645-3, 0415556457
Publication statusPublished - 2012

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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.