How Frequent Organisational Changes Affect Employees Essay

Todays business world is forever and a day evolving. To carry through up with the rapidly shifting environment, companies introduce border throws hauntly within their organization to advance motion, and outdo their competition. In this memo, the pros and cons of denounce organizational channelises argon first investigated. By going through the effectiveness of shooting limited activities and lead style in communicating diversenesss, we seek to understand employees reaction to frequent process changes, and how it affects their work performance and attitude towards the organization. This allow for allow us to understand if employees learn and turn break at change, or does change does irrepar equal to(p) damages.Pros and cons of frequent organizational changesWhen frequent changes argon introduced, employees impart maturate to be accustomed to changes and eventually view it as a semipolitical party culture. Therefore, whenever there is a change to be implemented, emp loyees will be less(prenominal) resistance to change and accept the change. Employees will learn that changes ar meant to improve their work productiveness and effectiveness. Using the example of transmission line rotation (Friedrich and Kabst, 1998) betwixt respective(a) departments, employees will get accustomed to learning new skills which channelize to increase work productivity and effectiveness. When employees are multi-skilled, job satisfaction and productivity increases and they in any case better understand how their work affects other employees. Employees would also encounter that with more(prenominal) skills and noesis, they are valuable to the company and this gives them a sense of job security.Once employees accept frequent changes, they are able to learn and substance ab workout past experience of change to help them cope with sift distributively magazine new change is implemented. They can better understand change is necessary and how the change can hel p them perform better with pledge and increase job satisfaction.One of the frequent changes organization adopts is due to globalization. existence of strategy, structure and processes enable employees to become better in managing make of globalization. In such(prenominal)(prenominal) instances, employees become adaptable and better in managing the effect of globalization. accomplished frequent changes will also incite change drawing cards to constantly look for new ways to communicate and implement changes to employees. They can use employee participation, reward management, training and development and motivation which will help to answer employees learn and get better at change.The above positive effects are expected when employees accept changes, learn from and get better with changes. but in reality, employees are by nature resistant to change, and feel originally stressful when changes are implemented. If employees are unable to accept change and adapt, stress increases and directly impacts their work performance, mental and physical health, and attitude towards the organization (Poole and avant-garde de Ven, 2004), leading to irreparable damages.Employees mostly fear that if they are unable to adapt, they whitethorn lose their job. This increases stress levels and directly lead to poor work performance by the employees and lowers productivity level for the organization. Using the example of process change, such as automation through the use of machinery, organization aims to improve productivity, view as or improve quality standard, and reduce make ups.However, older employees of the organization will be resistance to use the machines and they fear that they would not be able to learn how to operate them. They would feel compelled to learn and usually take more time to learn, leading to poor work performance and lower productivity level. In the event that the older employees lose their job, previous tacit knowledge and work experience within t he retrenched employees may be lost and this represents irreparable damage to the company.Stress can also lead to health problems such as hypertension and anxiety. When employees seek frequent medical attention, both pithy and long periods of absences away from work will further impact the organizations free-and-easy operation, resulting in poor work performance and attendance for the employees and decreasing productivity for the organizations. institutions will not be able to recover the lost time and potential profits lost due to low productivity these are irreparable damages to the company.In the absence where organization fail to adopt specific steps as per suggested by (Kotter, 2007), employees become less trust and show less commitment to the company. Employee dissatisfaction would accumulate with frequent process changes cosmos enforced onto them, resulting in lower morale and commitment towards the organization. These employees are believably to leave the company when t here are better job opportunities. Organizations moldiness than accept when large number of employees leaves, productivity level will decreases resulting in loss of income and potential profits. Organizational will also take long-run time to hire and train new employees. Time lost and cost spent to rehire are irreparable damages to the organization.It can be seen that frequent process changes aims to improve a company. But the end effect is mixed. It depends on employees perspective to the change, and their ability to adapt. The main crux lies in how the management implements changes, and communicates to the of necessity of every employee.Effective Activities and drawing cardship styleFor employees to learn from and get better at change and experience the benefits we discussed above, the change leader should adopt specific effective activities at the right time to effectively implement change (Kotter, 2007). There are five steps that leaders can get (Waddell, Cummings & Worley) Mo tivating miscellany creating a resource developing political support managing the transition and sustaining the momentum.Firstly, change leader should convince employees that frequent change is necessary through motivation. They can do so by creating a sense of urgency, showing employees how frequent change is a preventive notice rather than a salvation solution when they experience deep levels of hurt. Employees are also less resistance to change when they are motivated by the benefits of change.Secondly, change leaders should create a simple and concise vision to enable employees to visualize the desired outcomes through proper plans and processes.Thirdly, change leader should aim to balance the power among the various departments as it is an instinct for various departments to protect their self-interest and compete with one another for resources and influencesFourthly, change leader should facilitate a smooth transition from the organizations up-to-the-minute state to the de sired state through operation think, commitment planning and management structures. Change leader should form a specific activity plan that has clear instructions, action and timeline. Change leader must be committed to see the transition complete successfully.Lastly, once the changes are in progress, change leaders continue to provide the necessary resources for change. He should also have a support system for his employees in place when they lawsuit difficulties during the change. A reward system can be implemented for employees when they have successfully performed the changes that led to the desired outcomes. The reward system will encourage the employees to continue the change. Besides adopting the above five steps, a change leader should display a democratic and participative lead instead of an autocratic leadership (Lewin, 1967), this will reduce the irreparable damages discuss above and tick off that employees learn from and get better at change.ConclusionIn conclusio n, employees are by nature resistant to organizational process changes but will eventually grow to be accustomed to changes and view it as a company culture. However, it is recommended that change leaders adopt a democratic leadership together with specific effective activities to effectively communicate frequent process changes. 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