The dynamism, especially in the Ghanaian market has forced players at all levels to consider competitive strategies such as business process re-engineering to rightly position them in the market. Also, the intense world-wide competition in today’s service industry motivates many companies to reengineer their old fashioned processes to achieve new heights of success. The study is therefore undertaken to investigate what could be the root cause employee resistance to change when deploying strategies such as Business process reengineering in Opportunity International Savings and Loans Ltd.
The study was designed as a quantitative survey, with questionnaires as the means of data gathering. Using the simple random sampling method, the study selected 300 respondents from OISL, out of a population of 750. The simple random sampling method was used to avoid bias in the sampling and ultimately, the results. The study used the SPSS and Microsoft Excel to analyse the data.
From the analyses of data, the study concluded that the principal causes of employee resistance were inadequate training, the perception that the change process is an imposition and the changes being inconvenient the daily routine of employees. In addition technical hitches and wrong timing leads to resistance to change. Using the ADKAR model, the study also concluded that employee involvement, communication and training are clearly the weaknesses of the change management methodology of the case study organization. The study also concluded that necessary support OISL management provide for employees during the implementation of business process re-engineering were far lower than the expectations of employees. The study therefore recommended that adequate training and development, democratization of the change process, better communication strategy to overcome resistance to change.
Table of Contents
1.0 INTRODUCTION
1.1 STATEMENT OF PROBLEM
1.2 OBJECTIVES OF THE STUDY
1.3 RESEARCH QUESTIONS
1.4 SIGNIFICANCE OF THE STUDY
1.5 OVERVIEW OF RESEARCH METHODOLOGY
1.6 SCOPE OF THE RESEARCH
1.7 LIMITATION OF THE RESEARCH
1.8 ORGANIZATION OF THE STUDY
2.0 INTRODUCTION
2.1 Concept and theoretical framework
2.2 Business process reengineering
2.3 Business Process Reengineering and Information Technology
2.4 Business Process Reengineering and causes of resistance to Change
2.5 BPR success/Failure factors
2.5.1 BPR success/failure factors related to change management systems and culture
2.5.2 BPR success/failure factors related to management support
2.6. Resistance to change
2.6.1 Identifying resistance
2.6.2 Causes of resistance to change
2.6.3 Organizational change
2.6.4 Causes of organizational change
2.7 Typology of change
2.7.1 Models of Change
2.7.2 Kotter’s Eights Steps to change
2.7.3 Bridge’s Transition Model
2.7.4 Roger’s Technology Adoption Curve
2.7.5 Kubler-Ross Five Stage Model (The Change Curve)
2.7.6 Prosci’s ADKAR Model
3.0 Introduction
3.1 Population, Sample Size and Sampling Technique
3.2 Data Collection
3.3 Research Design
3.3.1 Questionnaire Design
3.4 Research Instrument
3.5 Analysis
3.6 Limitations to Data Collection
3.7 Overview of OISL, Ghana
3.7.1 Company Summary
3.7.2 The Company’s Mission, Vision and Core values
3.7.3 Products, Services, Markets and competition
3.7.4 Organizational Strategy
3.7.4.1 Financial Strategy
3.7.4.2 Human Resources Strategy
3.7.4.3 Training & Development
3.7.4.4 Infrastructure Strategy
3.7.4.5 IT and MIS Strategy
3.7.4.6 Operations Strategy
3.7.4.7 Marketing Strategy
3.7.4.8 Lending Methodology/Strategy
3.7.5 Organizational Design and Structure
4.0 Introduction
4.1 Demographic characteristics of respondents
4.2 Knowledge of Information technology
4.3 Implementation of the process change
4.4 Causes of employees’ resistance to change in the implementation of business process re-engineering
4.5 Management Provision of Support during the Implementation of Business Process Re-engineering
4.6 Strategy measures to overcome the causes of employees’ resistance to change in the implementation of business process re-engineering
4.7 Discussion of findings
5.0 Introduction
5.1 Summary
5.2 CONCLUSION
5.3 RECOMMENDATION
Research Objectives and Core Themes
The primary research objective is to investigate the underlying causes of employee resistance to change within the context of business process re-engineering at Opportunity International Savings and Loans Ltd (OISL). The study explores how specific management approaches, training deficiencies, and communication strategies influence employee behavior during organizational transformations.
- Identification of root causes for employee resistance during BPR implementation.
- Evaluation of current change management methodologies and support systems.
- Analysis of the relationship between IT adoption and employee behavior.
- Formulation of strategic recommendations to mitigate resistance through better communication and training.
Excerpt from the Book
2.6.1 Identifying resistance
It becomes imperatively difficult to identify causes of resistance to change among employees in an organization and this is because there is no quantitative way of identifying causes of resistance to change. However, there are some common behavioral characteristics that can aid in identifying causes of resistance to change among employees. Few of these behavioral characteristics include:
Request for more details: Most employees keep on asking for more and more information about the change in their institutions and never seem to get enough. No matter how much information is conveyed to them they still need more.
Impracticality: Employees end up saying that they live in “real world” and face “real world problems.” Although a change implemented sounds good in theory, to them it may be impractical.
Attack: Instead of employees embracing change in their environment they always want to know the one who initiated the change and therefore end up pointing fingers and becoming angry with the one who came out with the change.
Confusion: Employees continually may act confused no matter how much information you provide.
Silence: Some employees display passive behavior. They do not react or respond, even if they are pushed hard for reaction. Silence often means the reaction is being blocked. For some people the silent treatment is a fight style that says, “I am holding on so tightly to my position and my feelings that I won’t even give you words.” The silent resister is one of the most difficult resisters to deal with.
Time:Employees often say they would really like to get involved in the effort, but the timing is really bad. They are so busy that they barely have time to do their current work. This is most often resistance indicates what they really think about the change.
Summary of Chapters
CHAPTER ONE: This chapter provides the background, problem statement, research objectives, and the scope of the study regarding employee resistance to change.
CHAPTER TWO LITERATURE REVIEW: This chapter reviews existing academic literature on business process re-engineering, the nature of resistance to change, and various established change management models.
CHAPTER THREE METHODOLOGY: This section details the research design, data collection methods, population sampling, and the analytical approach used to gather primary and secondary data.
CHAPTER FOUR PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS: This chapter presents the data collected from surveys, analyzes the demographic profiles of respondents, and discusses the findings related to process changes and resistance.
CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATION: This final chapter summarizes the research, offers conclusions based on the findings, and provides strategic recommendations for future improvement at OISL.
Keywords
Business Process Re-engineering, Employee Resistance, Change Management, Organizational Change, OISL, ADKAR Model, Quantitative Research, Training, Management Support, Communication Strategy, Financial Sector, Process Improvement, Information Technology, Workplace Behavior, Employee Involvement.
Frequently Asked Questions
What is the primary focus of this research?
The research primarily investigates the factors that cause employees at Opportunity International Savings and Loans Ltd (OISL) to resist change during the implementation of business process re-engineering.
What are the central themes of the work?
Key themes include the impact of organizational change on employee behavior, the role of management support, the effectiveness of training programs, and the influence of communication during change initiatives.
What is the main research question?
The research asks: What are the root causes of employee resistance to change during the implementation of business process re-engineering at OISL, and what strategies can be employed to overcome this resistance?
Which research methodology was used?
The study utilized a quantitative descriptive research design, gathering primary data through structured questionnaires administered to a sample of 300 employees.
What does the main body of the work cover?
The body covers a review of theoretical frameworks related to change management, the presentation and analysis of survey findings regarding employee reactions, and a detailed discussion of the effectiveness of current organizational strategies.
Which keywords best describe this study?
Relevant keywords include Business Process Re-engineering, Employee Resistance, Change Management, ADKAR Model, and Organizational Change.
How does the ADKAR model apply to this study?
The ADKAR model is used as a diagnostic tool to identify weaknesses in OISL's change management methodology, specifically regarding Awareness, Desire, Knowledge, Ability, and Reinforcement.
What specific impact does training have on resistance?
The study concludes that inadequate training is a major cause of resistance; employees feel less capable of adapting to new systems, whereas targeted training significantly improves the likelihood of successful adoption.
Does the management style at OISL contribute to resistance?
Yes, the study finds that when employees perceive change as an imposition rather than a collaborative effort, and when they feel unsupported by management, resistance levels increase significantly.
What is the main recommendation for OISL management?
The research recommends democratizing the change process by involving employees in the early stages, improving bidirectional communication, and investing in robust training and orientation programs.
- Citar trabajo
- Eric Dei (Autor), 2014, Assessing the Causes of Employee Resistance to Change in the Implementation of Business Processes Re-engineering in an Organization, Múnich, GRIN Verlag, https://www.grin.com/document/298959
