International Journal of Scientific Research in Knowledge (IJSRK), 1(8), pp. 238-244, 2013 Available online at http://www.ijsrpub.

com/ijsrk ISSN: 2322-4541; 2013 IJSRPUB http://dx.doi.org/10.12983/ijsrk-2013-p238-244

Full Length Research Paper The Relationship between Power Resources and the Procedures of Overcoming Employers Resistance against Organizational Changes among Managers of the University of Isfahan and Isfahan University of Medical Sciences, Iran
Azizollah Arbabisarjou1, Sayyed Ali Siadat2*, Zahra-al-Saadat Mahmoudy3, Narges Moayed3, Shekoofe-al-Saadat Rezazadeh4
Faculty member, Health Promotion Research Center, Zahedan University of Medical Sciences, Zahedan, Iran 2 Faculty member, School of Educational Sciences and Psychology, University of Isfahan, Isfahan, Iran 3 M.A in educational administration, School of Educational Sciences and Psychology, University of Isfahan, Isfahan, Iran 4 M.A in Curriculum, School of Educational Sciences and Psychology, University of Isfahan, Isfahan, Iran. *Corresponding Author: E-mail: s.a.siadat@edu.ui.ac.ir
Received 12 May 2013; Accepted 18 June 2013
1

Abstract. The purpose of this study was to examine the relationship between power resources and the procedures of overcoming employers resistance against organizational changes among managers of the University of Isfahan as well as Isfahan University of Medical Sciences in 2012-2013 academic years. The research was descriptive-correlative and samples consisted of all the managers of the university of Isfahan as well as Isfahan University of Medical Sciences in 2012-2013 academic years using random sampling by which 108 managers were selected. The instruments used to collect data were two questionnaires designed by the researcher consisting of 30 questions related to power resources of managers extracted from French and Raven viewpoint and 28 questions covering procedures of overcoming employers resistance against changes according to Likert scale and classification. Stabilization coefficient was obtained by means of Cronbach alpha (0.86) in the two questionnaires. The analysis of data was performed in descriptive (frequency, percent, mean, and deviation) as well as inferential (analysis of multi variable variance, and regression coefficient) statistics through SPSS. The results of the study showed that there were no significant differences between the legal power of managers and the procedures used to overcome the resistance of employers against organizational changes. There was a negative and significant relationship between obligatory power and cooperation procedure. There was a positive and significant relationship between referential power and cooperation procedure. Key words: Managers Sources of Power, Organizational Change, Resistance to Organizational Change, University.

1. INTRODUCTION The change trend and the instrument diversity have been increased in the beginning of the third millennium (Caddy and Cochrane, 2001). These changes and revolutions are observable in every aspects of the daily life. Therefore, the organizational change is an inevitable phenomenon. This is designed and managed for improving organizations. According to the global change, the organizations must change themselves for adapting with environmental demands. It is necessary that mankind, organizations, and societies change themselves to survive in the todays world. Hoy and Miskel (2012) pointed out that change refers to the forces that maintain the fixed behavioral styles in the organization. Generally, organizational change is influenced by different internal and external forces. In the todays competitive world, the successful organization is one that adopts change in its structural framework. The diversity and comprehensiveness of change in so much that the organizations are forced to adapt with them. It is

should be remembered that resistance to change may leads to decrease efficiency and productivity, increase job turnover, and increase group and organizational conflicts. This also leads to decrease employees satisfaction from their job and organization (Hoy and Miskel, 2012). Many authors define resistance to change differently for example Zander (1950) is the first author that defines resistance to change refers to the behaviors that tend to maintain individuals from the effects of actual or fanciful change (Dent and Gallway Goldberg, 1999; Bolognese, 2002). Zaltman and Duncan (1977) define resistance to change as any conduct that serves to maintain the status quo in the face of pressure to alter the status quo. Resistance to change is a natural response of a human being or an institution to any changes that disrupt the existing equilibrium of living conditions or organizational activities (Watson, 1971; Zaltman and Duncan, 1977). The power is defined as the individuals ability in acquiring desirable results (French and Bell, 2006). French and Raven (1960) recognized five sources of power including legitimate, reward, coercive, expert

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and referent (Robbins and Coulter, 2013; Hoy and Miskle, 2012). The present study has been focused on these sources. The methods of dominating the resistance to change are including communication, participation, offering facilities, transaction, using individuals, and force (Robbins and Coutler, 2012; Kotter, 1996). According to the above explanations, this study was carried out to examine the relationship between power resources and the procedures of overcoming employers resistance against organizational changes among managers. 2. MATERIALS NAD METHODS Given that this study is concerned with the status quo, it employed descriptive research and since it studies the relationship between power resources and the procedures of overcoming employers resistance against organizational changes among managers, it utilized correlation procedures (Law, 2004). The study has been carried out in 2011- 2012 academic years. The settings researches were the University of Isfahan and Isfahan University of Medical Sciences in IRAN. The participants of the research included 259 managers (including chairpersons, assistants, deans of faculties, and head of departments) in University of Isfahan and Isfahan University of Medical Sciences. The sample size has been determined through sampling formula in the SPSS18. It implied that a sample of 108 managers is a suitable sample for this population. In order to select the sample members, stratified random sampling has been employed. Also, the results obtained from the formula are completely consistent with the values of Kerjeci and Morgan's Table( Kerjeci and Morgan,1970).The data required for this study was compiled through library

research including studying textbooks, internal and external journals or texts and surfing the databases in the Internet and Intranet to achieve theoretical fundamentals and use other . The instruments used to collect data were two questionnaires designed by the researchers consisting of 30 questions related to power resources of managers extracted from French and Raven viewpoint and 28 questions covering procedures of overcoming employers resistance against changes according to Likert scale and classification. . French and Raven's (1960 bases of power are all founded on the perceptions of individuals over whom the power might be exerted. The Power resources are coercive, reward, legitimate, referent and expert power (Hoy and Miskle, 2012). It has used for data-collection instrument in the present study. Validity of the questionnaire was content and face validity that has been examined and confirmed by some faculty members (Educational Administration, Education, Psychology and Management) and professors modification and corrections. In order to examine and confirm reliability of the questionnaire, Cronbachs Alpha Coefficient has been used. This coefficient obtained 0.86 for our questionnaires that confirm their reliability. To analyze the statistical data, descriptive statistics techniques (including: adjusting descriptive tables, mean, standard deviation) and inferential (analysis of correlation, analysis of variance) have been used. 3. RESULTS AND FINDINGS The first question of this study to know is there any relationship between managers source of authority and the methods of dominating employees resistance to change? The results that answer this question have been presented in table 1.

Table 1: The results of regression test of net and gross weights of managers source of authority and the methods using for dominating the employees resistance to change
Sources of authority Communications Participation Using facilities Transaction Using individuals Coercion Standard error 0.14 0.08 0.16 0.08 0.08 0.09 Regression coefficient 0.19 0.19 0.14 0.10 0.17 0.17 T 1.55 1.62 1.07 0.79 1.13 1.65 Sig 0.12 0.11 0.29 0.43 0.26 0.11

The regression test revealed that the managers source of authority does not have any effect on the methods used to dominate over employees resistance to change when P value is 0.11 (P > 0.05).

The second question of this study to know is there any significant relationship between the managers reward authority and the employees resistance to change. The results that answer this question have been presented in table 2.

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Table 2: The results of regression test of net and gross weights of managers reward authority and the methods using for dominating the employees resistance to change
Sources of authority Standard error Regression coefficient 0.19 0.42 0.35 -0.009 -0.34 -0.32 T Coefficient of determination (R2) 0.09 0.17 0.17 0.09 0.17 0.17 sig

Communications Participation Using facilities Transaction Using individuals Coercion

0.17 0.09 0.09 0.09 0.09 0.11

1.62 3.26 2.36 0.08 2.36 3.16

0.11 0.001 0.02 0.95 0.02 0.002

The regression test cleared that the managers reward authority influences communications, participation, using facilities, transaction, using individuals, and coercion. This also has not any effect on the methods of employees resistance to change.

The third question of this study to know is there any significant relationship between the managers coercion authority and the employees resistance to change. The results that answer this question have been presented in table 3.

Table 3: The results of regression test of net and gross weights of managers coercion authority and t he methods using for dominating the employees resistance to change
Sources of authority Standard error Regression coefficient 0.06 -0.17 0.11 0.04 0.11 0.19 T Coefficient of determination (R2) 0.08 0.12 0.08 0.08 0.08 0.08 sig

Communications Participation Using facilities Transaction Using individuals Coercion

0.17 0.19 0.09 0.10 0.09 0.11

0.37 2.04 0.75 0.29 0.75 1.84

0.71 0.04 0.45 0.77 0.45 0.07

The regression test demonstrated that the managers coercion authority influence communications, participation, using facilities, transaction, using individuals, and coercion. This also has not any effect on the methods of employees resistance to change when P value is 0.07 (P > 0.05).

The fourth question of this study to know is there any significant relationship between the managers expertise authority and the employees resistance to

change. The results of this question have been presented in table 4.

Table 4: The results of regression test of net and gross weights of managers expertise autho rity and the methods using for dominating the employees resistance to change
Sources of authority Communications Participation Using facilities Transaction Using individuals Coercion Standard error 0.20 0.11 0.24 0.12 0.11 0.14 Regression coefficient 0.043 0.11 0.03 0.07 0.25 0.06 T 0.35 0.98 0.20 0.55 1.65 0.56 sig 0.72 0.33 0.84 0.58 0.10 0.58

The regression test indicated that the managers expertise authority has not any significant effect on the managers source of authority (including communications, participation, using facilities, transaction, using individuals, and coercion) when P value is 0.58. (P > 0.05).

Table 5: The results of regression test of net and gross weights of managers reference authority and the methods using for dominating the employees resistance to change
Sources of authority Standard error Regression coefficient 0.13 0.28 0.03 -0.26 -0.31 0.01 T Coefficient of determination (R2) 0.09 0.29 0.09 0.29 0.29 0.09 sig

Communications Participation Using facilities Transaction Using individuals Coercion

0.17 0.09 0.20 0.10 0.09 0.12

1.18 2.76 0.22 2.39 2.37 0.15

0.24 0.007 0.83 0.02 0.02 0.88

The regression test showed that the managers reference authority influence participation, transaction, and using individu als. This also has not any effect on the communications, using facilities, and coercion when P value is 0.88 (P > 0.05).

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The fifth question of this study to know if is there any significant relationship between the managers reference authority and the employees resistance to change. The results of this question have been presented in table 5. 4. DISCUSSIONS AND CONLUSIONS This study was aimed to study the relationship between managers source of authority and the methods used for dominating the employees resistance to change. Kan, Parry and Ken (2004) reported that the present of rule is necessary to accepting changes from employees perspective in any organization. They also believed that the employees accept the actual and legal changes. Akmal and Miller (2003) pointed out that the flexibility is one of the most effective factors on the accepting change by employees. Based on the results of our study and similar studies, it can be concluded that the employees accept the legal changes more easily than other changes. On the other hand, it is necessary that the managers have more flexibility in the changes implementation so much that the employees can adopt the changes in their works. The results revealed that the managers reward authority can influence participation, using facilities, using individuals, and coercion. Therefore, it can be concluded that the managers use their reward authority for designing the changes in accordance with employees abilities, consulting to solve employees problems. This also results in the employees less resistance to the organizational changes. Hajiabadi (2001) and Safari (2003) indicated that the managers source of authority and the degree of using every source influence the organizational climate and the employee trust positively. The results of this study in terms of the relationship between coercion authority and the methods used by managers for dominating the employees resistance to change indicated that there was a significant negative relationship between managers coercion authority and the employees participation. On the other hand, these results reveal that there is not any significant relationship between other sources of managers authority (including communications, using facilities, transaction, using individuals, and coercion) and the employees resistance to change. In other words, using coercion authority by managers influences employees participation and even decreases its extent, while other sources of managers authority (including communications, using facilities, transaction, using individuals, and coercion) cannot influence the employees resistance to change. Therefore, it can be concluded that using coercion authority not only has

not any positive effectiveness for organization, but also this can decrease the employees participation. The results of the studies that have been done by Safari (2003); Hoseyni (2003); Norbakhsh and Mohamadi (2004); Mozafarian and Tatabaeian (2003) indicate that the managers coercion and punishment authority is considered as the final mechanism for this purpose. Because the managers believe that coercion and punishment has not any positive benefits for their managerial system. Also the results of this study in terms of the relationship between the managers expertise reward and the methods of dominating the employees resistance to change indicate that there is not any significant relationship between the managers expertise reward and the methods used for dominating employees resistance to change. In other words, the use of expertise authority by organizational managers cannot influence the methods of dominating the employees resistance to change (including communications, using facilities, participation, transaction, using individuals, and coercion). It is should be remembered that final comment in this area needs more studies and researches. Folger and Skarlicki (1999); Akmal and Miller (2003); Ford Ford, and Damelio (2008) found that prejudice and injustice are the most effective factors on the employees resistance to change. Based on these findings, it can be concluded that if the employees perceive any injustice and prejudice in the organization they will not accept these changes. On the other hand, if the managers have desirable knowledge and expertise in this area, they will believe on the security, safety, and silence as the main effective factors on the change acceptance. The results of this study in terms of the relationship between the managers reference authority and the methods used for dominating employees resistance to change indicate that there are significant correlations between the reference authority and the methods of employees resistance to change. In other words, if the organizational managers use the reference authority can improve their employees participation positively. This also can influence transaction methods and using individuals negatively. Therefore, it can be concluded that if the managers have favorable personality traits can get the employees confidence and increase their employees participation in the organizational. This leads that they perceive the changes as instruments for promoting the organizational goals and so decrease the employees resistance to change. Jameison and Thomas (1998) indicated that using reference authority is one of the most important sources of authority for increasing organizational trust level. This also increases the employees participation in the organization. Based on the results of the previous

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studies and the results of our study, it can be concluded that the reference authority has favorable benefits for organizations and especially accepting changes by employees. In order to this, the psychological education is a suitable strategy for improving managers health. This also can be used to promote the managers personality traits and increase employees trust so much that the employees accept the changes. Based on the results of this section that indicates there is a significant relationship between employees reference authority and the methods used by manager for dominating the employees resistance to change, it is suggested that the organizational managers use the reference authority to improve the employees participation in the organizational efforts and accepting changes. This means that the manager must get employees confidence, reward them, promote their positions, and increase their salaries. * Isfahan is located on the main north-south and east-west routes crossing Iran, and was once one of the largest cities in the world. It flourished from 1050 to 1722, particularly in the 16th century under the Safavid dynasty, when it became the capital of Persia for the second time in its history. Even today, the city retains much of its past glory. It is famous for its Islamic architecture, with many beautiful boulevards, covered bridges, palaces, mosques, and minarets. This led to the Persian proverb Esfahn nesf-e jahn ast (Isfahan is half of the world). Numerous universities have established in it and the University of Isfahan, the Isfahan University of Medical Sciences and Industrial University of Isfahan are the largest and oldest public universities (Rajaeepour et al., 2011). ACKNOWLEDGEMENT The authors are thankful to Dr. Shakiba, Maryam, M.D and Nosrati, Farimah ( MSc) for providing the necessary facilities and technical assistants. REFRENCES Akmal T, Miller D (2003). Overcoming resistance to change: a case study of revision and renewal in a US secondary education teacher preparation program. Journal of Teaching and Teacher Education, 19(4). Bolognese Albert F (2002). Employee Resistance to Organizational change. pp: 1-4. [online]. Available: www.new foundations.com. Caddy JF, Cochrane KL (2001). A review of fisheries management past and present and some future perspectives for the third millennium. Ocean & Coastal Management, 44: 653682. Dent Eric B, Galloway Goldbeg S (1999). Challenging "Resistance to Change. Journal of

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with Organizational Climate in High Schools of Tehran, M.A. Thesis, Department of Management, Alzahra University, Tehran, Iran. (In Persian). Thomas, Craig W (1998). Maintaining and Restoring Public Trust in Government Agencies and their Employees, Administration & Society May 1998 vol. 30 no. 2 166-193. doi: 10.1177/0095399798302003. Watson G (1971). Resistance to Change. American Behavioral Scientist, Vol. 4, May June, pp. 745 766. Zaltman G, Duncan R (1977). Strategies for Planned Change, John Wiley and Sons, New York. Zander AF (1950). Resistance to change its analysis and prevention. Advanced Management, 4(5): 9-11.

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Assistant Professor, Dr. Azizollah, Arbabisarjou, RN,MSN, PhD, obtained his first academic degree in 1997 in the Nursing management field. He joined as faculty member to Zahedan University of Medical Sciences, IRAN. He received his doctorate from University of Isfahan in field of Educational Administration in 2011.Currently, Serves School of Nursing and Midwifery and the manager of Curriculum development in EDC. He has published numerous referred papers about patient teaching, knowledge management, management and so on in ISI, Non-ISI and Scientific-professional journals. Dr. Arbabisarjou is teaching for Master students of Information Technology management, MBA and Educational Administration. Also, he has conducted numerous consulting and research works for masters student and colleagues.

Professor in Education, Dr. Seyyed Ali, Siadat, PhD and faculty member at University of Isfahan. He has obtained his doctorate from United States of America. He is teaching for undergraduates and postgraduates students ( Masters and PhD) about Educations principles, Educational Administration, Budgeting in Education, Accounting in Education, Theory and concepts in educational administration, Knowledge Management, special English for postgraduates candidates. He has published numerous referred papers about patient teaching, knowledge management, management, education and so on in ISI, Non-ISI and Scientific-professional journals. Dr. Also, he has conducted numerous consulting and research works for masters student and colleagues and PhD candidates.

Narges Moayed obtained B.A in field of Educational Planning and Administration from University of Isfahan in 2006. She received M.A from University of Isfahan in field of Educational Administration in 2008. She has published articles in the field of educational management and on topics related to it. Currently, she teaches in schools and universities.

Zahra -Sadat Mahmoudi obtained B.A in field of Educational Planning and Administration from Isfahan University in 2006. She received M.A from Isfahan University in field of Educational Administration in 2008. She interested in teaching and research activities and writing articles in the field of educational management. Currently, she is preparing for entrance exam of PhD right now.

Rezazadeh, Shekoofe-al-Saadat, M.A in Curriculum, School of Educational Sciences and Psychology. She has graduated from University of Isfahan. She interested in doing research in the field of Knowledge management, Organizational Health, Cultural activities of students. Currently, she teaches educational administration, Principles of planning, Methodology in behavioral sciences Payam Noor university.

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