Changes of Status

8/2/2019 Changes of Status

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CHANGES

IN PERSONNELSTATUS


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Why People Resent

or Resist Change


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There are many reasons why employees of all sizes/ shapes may react

negatively to change.

Personal Loss

People are afraid they will lose something. They might be right or they mightbe wrong in their fear. Some of the things they might lose are as follows:

Security

They might lose their jobs through areduction in force or elimination of their jobs. Automation and a decline in

sales often bring about this feeling.

Money.

They might lose money through a reduction in salary, pay, benefits, orovertime. Or, expenses such as travel may be increased because of a moveto another location that is farther from their home.

Pride and satisfaction.

They might end up with jobs that no longer require their abilities and skills.


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Friends and important contact.

They might be moved to another location where they will no longer have contact withfriends and important people. This loss of visibility and daily contacts is very serious for

people who are ambitious as well as those with a strong need for love and acceptance.

Freedom

They might be put on a job under a boss whono longer gives them freedom to do it "their way."Closer supervision that provides less opportunityfor decision making is a dramatic loss to some

people.

Responsibility

Their jobs might be reduced to menialtasks without responsibility. This may occur when a

new boss takes over or through changes in methods orequipment.

Authority

They might lose their position of power and authority over people. This frequentlyhappens when re-organization takes place or when a new boss decides to usurp some

of the authority that an individual had.


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Good working conditions

They might be moved from a large private office to a small one or to a desk ina work area with only a partition between people.

StatusTheir job title, responsibility, or authority might be reduced from an important

one to a lesser one with loss of status and recognition from others.This also happens when another layer of management is inserted between a

subordinate and manager.

No Need

The typical reaction is, "What's the matter with the way things are now?" Or, "Idon't see any reason why we should change."

More Harm Than Good

This is even stronger than the previously mentioned "No Need". People reallyfeel it is a mistake - that it will cause more problems that it is worth.

Sometimes this reaction is justified. It is particularly common when people at

the "bottom" of an organization feel that top management makes changeswithout knowing what is going on "down on the line."

Lack of Respect:

When people have a lack of respect and/or negative attitude toward theperson responsible for making the change, there is a strong tendency toresent and even resist it. Their feelings do not allow them to look at the

change objectively.


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Objectionable Manner.

Sometimes change is ordered in such a way that the people resent and/or resistbecause they do not like being told what to do.

Negative Attitude.

People with a negative attitude toward the organization, the job and/or the boss arevery apt to resent or resist change no matter what it is.

No Input.

One of the most significant reasons is the fact that the people who felt they should

have been asked were not asked for their ideas concerning the change.

Personal Criticism.

Whether or not the change is actually criticizing the things that were previously doneor the way in which they were done, people may look upon the change as a personal

criticism.

Creates Burdens.

Some changes add more work and with it confusion, mistakes and other negativeresults.


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Requires Effort.

The change will obviously require more effort. Much of the effort accomplishes verylittle, if anything. Whenever changes require more time and effort, people are apt toresent and even resist them, particularly if no rewards accompany the extra effort.

Bad Timing.

The timing of a change is very important to its acceptance. If it comes at a time whenpeople are already having problems, the change is usually resented and probably

resisted by those who are supposed to implement it.

Challenge to Authority.

Some people are testing their power and influence by simply refusing to do it.

Secondhand Information.

Some people are very sensitive about the way they learned of the change. If they foundout about if from a secondhand source, they might resist it until they hear it "from the

horses mouth."


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WHY PEOPLE

ACCEPT ORWELCOME CHANGE?


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Personal Gain.

When changes are made, some people may gain such things as the following:

Security.

They feel more secure in their job because of the change. Perhaps more of their skillswill be used.

Money.

They may get a salary increase, more benefits, an incentive or profit-sharingprogramme, or more overtime.

Authority

They may be promoted to a position of greater authority, or they may get a new bosswho gives them more authority than they had under the previous boss.

Status Prestige.

They may get a new title, a new office, or a new responsibility, their boss may haveassigned more responsibility, or they may have a new boss who assigns more

responsibility than the previous one did.


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Better working conditions.

They may get a new working schedule, new equipment, or other conditions that makethe job easier or more enjoyable.

Self-satisfaction.

They may get new satisfaction or feeling of achievement because of the change.Perhaps the new job gives them more of a change to use their abilities, or the bossmay eliminate some of the obstacles that had prevented them from doing their best.

Better personal contacts.

They might be located in a place where they will have closer contact with influentialpeople. Their visibility is very important to some people.

Less time and effort.

The change may make their job easier and require less time and effort.

Provides a New Challenge.

While some people look at a change negatively because it requires effort and perhapsrisk, others will be eager for it because it provides a new challenge.

Likes/Respects the Source.

If people have a positive attitude toward the person or the department they represent,they will probably accept and even welcome the change.


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Likes Manner.

People who are asked to do things instead of told to do them

may react very positively. Someone described the mostimportant words in the English language as follows:

Five most important words:"I am proud of you."Four most important words:"What is your opinion?"

Three most important words:"If you please."

Two most important words:"Thank you."One most important word:"You (or possibly We)."

The tone may have much to do with resentment or acceptance.

Reduces Boredom.

Changes that are designed to reduce boredom will be welcomedby some.


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Provides Input.

One of the most powerful approaches to get acceptance is to ask for

input before the final decision is made.Desires Change.

Some people will react to change by thinking or saying, "It's abouttime." In other words, they have been anxious for the change to occur.

Improves Future.

Some changes will open up new avenues for future success in theorganization. People will be provided with opportunities to show whatthey can do. Future possibilities include promotion, more money, more

visibility, more recognition and more selfsatisfaction.

Right Time.

Some changes come at just the right time. If more money is needed topay current bills or to buy a luxury item like a video recorder or a boat or

to take a vacation, the change will be welcomed.


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EMPLOYEE MOVEMENTPromotion-UpwardTransfer-same levelDENOMOTION-DOWNWARDSEPARATION-EXITRETIREMENT-LAYOFFTERMINATION-RESIGANTION


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Promotion

one of the bestincentives foremployees


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Approaches torecruit forPromotion

1. Closed promotion system2. Open promotion system


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CRITERIA USED FORPROMOTION

1. seniority2. Current and past performance3.Assesment centers4. competency


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unofficialpromotionalcriteria

1. Personal charteristic

2. Nepotism

3. Social factor

4. friendship


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Promotion fromwithin

disadvantages and advantages


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DEMOTIONREASSINGMENT OF AN EMPLOYEE TO ALOWER JOB INVOLVING FEWER SKILLSAND RESPONSIBILITY.


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Criteria forDEMOTIOn

1. REORGANIZATION2. INABILITY TO PERFORMED TASK.3. DISCIPLINARY ACTION4. FORM OF COMMUNICATION


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REASONs

FORTRANSFER


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1. MISMATCH JOB

1. DISSATISFIED EMPLOYEES

1. FOR FURTHER DEVELOPMENT

2. ORGANIZATION DEVELOPMENT OR EXPANSION

3. FOR EMPLOYEES PERSONAL ENRICHMENT ORIMPROVEMENT

4. BETTER SUITED TO THE JOB


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LAYOFF

Separation of employees initiated by theemployer due to business reverses,


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Trend duedownsizing

A. Decline or crisis in the firmB. Technological advancesC. Organizational restructuring


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ResignationVoluntarily decide to end their

employment with an organization


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SATISFACTIONJOB SCOPEPERFORMANCEGROUP COHESIONROLE STRESSOPPORTUNIESCOMPENSATIONCOMPANY SIZEORGANIZATIONAL COMMITMENTEMPLOYMENT SECURITYPROFESSIONALISMTIME AND WORK CONFLICTS


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PROCEDURAL JUSTICEKINSHIP RESPONSIBILITYLABOR MARKER INFLUENCESUNEMPLOYMENT RATESINFORMATION ACCESS TO JOB AVAILABILITYRELOCATION COSTSVISIBILITY OF OTHER ORGANIZATION


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RETIREMENTEMPLOYEES HAVING SATISFIEDCERTAIN CONDITION UNDER EXIXTING

LAWS AND PROVISIONS OF THECOLLECTIVE BARGAINING AGREEMENToR upon Reaching age of 60


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TERMINATION /DISCHARGE ORDISMISSALPUTTING AN END TO THE

EMPLOYER-EMPLOYEE RELATIONSINIATED BY THE EMPLOYER WITHpRejudice to the woRkeR


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Common reasonsbehind dismissal

a. Employee misconductb. Poor performance


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Preventionwrongfultermination

1. at will2. Disclaimer in the employeehandbook


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Employee turnoverREPLACEMENT OF EMPLOYEES

WHO QUITS


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COST OF LABORTURNOVER1. COST OF HIRING

2. COST OF TRAINING3. EXTRA LABOR COST4. EXTRA OPERATING COST

5. LOSS OF GOODWILL BECAUSE OFPOOR QUALITY PRODUCTS

PRODUCED BY INEXPERIENCEDEMPLOYEE

Documents

Changes of Status