The six emotional stages of organizational change

Abstract

Purpose: This work's purpose was to define a model that both describes the evolution of the emotional stages of individuals during perceived negative organizational change and explains the evolution of their behavioural patterns and the effects on relationships with social environments (family, friends, co-workers, supervisor and organization).Design/Methodology/Approach: A qualitative methodological research design was adopted, using individual interviews as the primary method of qualitative data collection. Fifteen people who experienced perceived negative organizational changes participated. Relationships with supervisors deteriorate during denial and anger and depression but remain stable during bargaining.Research limitations: Time's passage became an inconvenience accounted for during data collection. Over time, separate events can be confused, and nuances that were once determinants THE SIX EMOTIONAL STAGES OF ORGANIZATIONAL CHANGE 3 can be eliminated. Longitudinal studies at various stages of the change process would complement these results. Practical implications:These results can guide managers in foreseeing and anticipating actions that would reduce the emotional impact of organizational change and mitigate the impact of individuals' negative emotions on the organization.Originality: This paper extends existing theory about the strategies of coping and organizational changes.

Research on Employee Pressure and Resistance Caused by Organizational Change—A Case Study of Jingyi Network Co., Ltd.

“…Liu jia (2017) believes the way people get along with each other has changed, which inevitably brings about changes in the interpersonal relationship and pressure on employees [14]. ment model is that the organization tends to be flat [17]. For managers, no matter how big the range of management, they need to effectively manage employees, for employees, they need to cooperate with managers and coordinate all aspects.…”

The relationship between organizational changes and job satisfaction in the Jordanian telecommunication industry

“…The main purpose of organizational changes is to improve the mission and vision in order to adapt to global changes (Castillo et al, 2018). Organizations struggle to develop and apply different kinds of changes to respond to the rapid developments of the external environment (caused due to technological, social, economic, and political forces).…”

“…Golembiewski (1995) defines organizational change as a process of transition between the current situation and the future targeted situation. It is also a normal daily process of working life, in the form of processes such as mergers, relocations, and salary freezes (Castillo, et al, 2018).…”

“…Haque et al (2012) indicated that employees respond positively to organizational change by enhancing their satisfaction and enthusiasm for work, and providing good services. However, according to Castillo et al (2018), managers sometimes fail to consider the impact of organizational change on employee satisfaction, morale, and productivity, in the form of desertion, absenteeism, and resistance to change. Lack of trust, self-interest, a difference in the assessment of misunderstandings, and low tolerance for change are the main reasons for resistance to organizational change (Castillo et al, 2018).…”

“…However, according to Castillo et al (2018), managers sometimes fail to consider the impact of organizational change on employee satisfaction, morale, and productivity, in the form of desertion, absenteeism, and resistance to change. Lack of trust, self-interest, a difference in the assessment of misunderstandings, and low tolerance for change are the main reasons for resistance to organizational change (Castillo et al, 2018). Hatjidis and Parker (2018) studied the influences of job satisfaction and commitment on the association between relationship quality and an individual's behavioral intention toward organizational change in the hospitality industry.…”