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Running Head: Human Factors Summary

Human Factors Summary

LaToya Waddy

University of Phoenix

Facilitating Change

AET - 560

Dr. Christine Nortz


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Running Head: Human Factors Summary

Change within organizations is a necessary component to the success of the business.

Employees, however, may not be so open to change within the organization. Worker's personal

goals often differ from those of the organization, and the primary responsibility of managers is to

persuade members to direct their efforts toward organizational goals (Furst & Cable, 2008).

Management must learn how to implement change strategies while keeping employees engaged

in the process. Unfortunately, resistance is a common outcome of change.

Humans undergo many psychological phases when change is implemented. They may

experience resistance, loss of control, uncertainty about future, loss of face, concerns about the

competence of management, fear of increased workload, past resentments of failed changes or

promises and feeling threatened by the change. According to Bouckenooghe, Devos, & Broeck

(2009) readiness for change is conceived as a multifaceted concept that comprises an emotional

dimension of change, a cognitive dimension of change, and an intentional dimension of change.

Human factors:

Human factors that influence organizational change are directly related to how change is

implemented. Employees who are not included in the change process may feel undervalued and

unappreciated. They are uncertain of how changes will impact their positions or if they need to

acquire new skills. They begin to become insecure and attain a decrease in confidence in their

skills and abilities. Employees may lose respect for management and for the organization itself.

If workers are not included in the planning processes of organizational change integrity and

morale may decline. Employees may become cynical. Stanley, Meyer, & Topolnytsky (2005)
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Running Head: Human Factors Summary

suggest organizational change cynicism is a reaction to failed change efforts, consisting of

pessimism about the success of future efforts and the belief that change agents are lazy and

incompetent.

Motivating Factors:

While resistance is common to human factors of organizational change, some employees view

change positively. Open communication among management and staff decreases aggressive

resistance. To combat resistance and promote motivation, leaders can implement employee

tasks and autonomy when transitioning in to change. In Implementing organizational change:

Theory into practice Spector, B. (2013) suggests management should allow individuals or groups

to schedule work and assign specific tasks consistent with achieving performance goals.

Empowering employees to take control of their delegated responsibilities and duties aides in

increasing morale and trust in the organization’s decision for change.

If organizational change leads to paying raises and incentives, employees also may not see the

change as negative. Selling the benefits of change may also boost morale and build hope.

Global Factors:

Organizational change can occur at an accelerated pace. Change leaders and facilitators must

consider how organizational change affects the global market.

As organizations become global, they need to clarify their ethical standards. Not only will they

need to understand the rules and regulations, but they will also have to determine what norms of

conduct they will work to establish for their organizational members, and what constitutes

acceptable and unacceptable behavior (Cawsey, Deszca & Ingols, 2016).


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Running Head: Human Factors Summary

Resistance globally could have a more catastrophic effect on business relations and employee

performance. Organizations have to plan and implement change strategies when considering

global markets carefully. Change initiators must consider political climate globally, technology

changes, implementation, and risks associated with changes. Leadership teams must understand

how to manage resistance domestically, so it does not impact or influence employees of their

global markets.

Conclusion:

While organizational change is inevitable in a changing world, management must reflect on the

effects of change on employees. To oppose negativity and boost confidence, employers should

allow workers a platform for feedback during planning and implementation; provide guidance

throughout the change process and reassurance of job security (if possible). The main human

factor when change is implemented is stress. Assist employees with their concerns, be open and

promote positive outlooks on the effective change can have for the organization. If need be,

provide resources for employees to aid in coping with change.


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Running Head: Human Factors Summary

References

Bouckenooghe, D., Devos, G., & Broeck, H. v. d. (2009). Organizational change questionnaire-

climate of change, processes, and readiness: Development of a new instrument. The Journal of

Psychology, 143(6), 559-99.

doi:http://dx.doi.org.contentproxy.phoenix.edu/10.1080/00223980903218216

Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational change: An action-oriented

toolkit (3rd ed.). Thousand Oaks, CA: SAGE Publications, Inc.

Furst, S. A., & Cable, D. M. (2008). Employee resistance to organizational change: Managerial

influence tactics and leader-member exchange. Journal of Applied Psychology, 93(2), 453-

462. doi:http://dx.doi.org.contentproxy.phoenix.edu/10.1037/0021-9010.93.2.453

Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.).

Retrieved from https://phoenix.vitalsource.com/#/books/9781323102473/cfi/6/10!/4/2@0:88.8


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Running Head: Human Factors Summary

Stanley, D., Meyer, J., & Topolnytsky, L. (2005). Employee Cynicism and Resistance to

Organizational Change. Journal of Business and Psychology, 19(4), 429-459. Retrieved from

http://www.jstor.org/stable/25092912

Westover, J. H. (2010). Managing organizational change: Change agent strategies and techniques

to successfully managing the dynamics of stability and change in organizations. International

Journal of Management and Innovation, 2(1), 45-50. Retrieved from https://search-proquest-

com.contentproxy.phoenix.edu/docview/89071538?accountid=35812

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