Organizational Change Management: Delineating Employee Reaction to Change in SMEs Located in Magnesia

Abstract

Multidimensional and complex external environment of modern organizations require effective mapping of organizational change in their identity as only thus can achieve the long-term sustainability and gain a competitive advantage. However, this interface would not be possible without the valuable contribution of leaders and employees who play the most vital role in the implementation of change, serving as the most basic deterministic variable of success of new business strategies. Aim of this paper is the theoretical and empirical exploration of the concept and basic features of organizational change and its connection with issues of resistance to change on behalf of the employees. The results of a statistical study conducted with the use of a closed type questionnaire, answered by 120 employees in private SME's located in the area of Magnesia using methods of descriptive and inferential statistics, showed quite high openness to change and low degree of recognizing motives of resistance to change. Also, results showed that employees do not recognize important reasons for resistance to change while they are moderately satisfied with the applied strategies aiming on mitigation of resistance to change. These factors are correlated with each other and educational level influences employee reaction towards change, since less educated employees display stronger motives of resistance to change.