نوع مقاله : مقالات
نویسندگان
ولی عصر (عج)
چکیده
هدف از انجام این پژوهش، کاوش پیشآیندهای موقعیتی گونه‌های مختلف مقاومت رفتاری در برابر تغییر سازمانی طبق تجارب زیستة مدیران ارشد سازمان‌های دولتی رفسنجان در چارچوب راهبرد پدیدارشناسی تفسیری بود. پژوهش در محدودة نظری رویکرد نگرشی به مقاومت در برابر تغییر انجام شده است. راهبرد پژوهش، پدیدارشناسی تفسیری و مشارکت‌کنندگان در آن مدیران ارشد سازمان‌های دولتی رفسنجان بودند. نمونه‌گیری نوعی تا مرحلة اشباع نظری انجام شد. برای تحلیل داده‌ها از نرم‌افزار Maxqda استفاده شد. یافته‌های پژوهش نشان داد که بستر فراهم‌کنندة موقعیت برای خرابکاران، سبک رهبری اقتدارگرا، بی‌عدالتی ادراک‌شده و نیز ضعف نظام‌های ارزیابی عملکرد و تشویق و تنبیه است. همچنین، ضعف نظام گزینش و جایابی، ضعف نظام آموزش، ضعف نظارت بر عملکرد، ابهام و گرانباری نقش عوامل موقعیتی اثرگذار در مقاومت بازماندگان هستند. به‌علاوه، معترضان از عوامل موقعیتی سبک رهبری مردم‌سالار، بی‌عدالتی و عدم حمایت سازمانی ادراک‌شده، ضعف نظام‌های ارزیابی عملکرد، تشویق و تنبیه و اطلاع‌رسانی و از خود بی‌اختیارها از ضعف سه نظام گزینش و جایابی، آموزش و اطلاع‌رسانی به عنوان عوامل موقعیتی تأثیر می‌پذیرند.
کلیدواژه‌ها
References
Appelbaum, S. H.; St-Pierre, N., & Glavas, W. (1998). Strategic organizational change: the role of leadership, learning, motivation and productivity. Management Decision, 36(5), 289-301.
Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: a review of theory and research in the 1990’s. Journal of Management, 25(3), 293-315.
Ashforth, B. E., & Mael, F. A. (1998). The power of resistance: Sustaining valued identities. In R. M. Kramer, & M. A. Neale (Eds.), Power and influence in organizations (pp. 89-120). Thousand Oaks, CA: Sage.
Bargh, J., & Williams, L. (2007). The nonconscious regulation of emotion. In J. Gross (Ed.), Handbook of emotion regulation (pp. 429–445), New York: Guilford Press.
Brower, R., & Abolafia, M. (1995). The structural embeddedness of resistance among public managers. Group and Organization Management, 20(2), 149-166.
Cobb, A. T.; Wooten, K. C., & Folger, R. (1995). Justice in the making: Toward understanding the theory and practice of justice in organizational change and development. in W. A. Pasmore, & R. W. Woodman (Eds.), Research in Organizational change and development: 8 (pp. 243-295). Greenwich CT: JAI Press.
Creswell, J. W. (2007). Qualitative inquiry and research design: Choosing among five approaches. Lincoln: Sage, London.
Creswell, J. W. (2012). Educational research: Planning, conducting, and evaluating quantitative and qualitative research. Boston: Pearson.
Cropanzano, R. (1995). Organizational politics, justice, and support: Managing the social climate of the workplace. ABC-CLIO, Westport, Conn: Quorum Books.
Danaeefard, H., & Kazemi, H. (2011). Interprative research in organization: Phenomonology and phenomenography strategies. Tehran: Imam Sadiq University Publication. (in Persian).
Diekelmann, N.; Allen, D., & Tanner, K. (1989). The national league for nursing criteria for appraisal of baccalaureate programs: a critical hermeneutic analysis. in L. Moody & M. Shannon (Eds.), NLN nursing research monograph series (pp. 11-34), New York: NLN Press.
Eisenberger, R.; Armeli, S.; Rexwinkel, B.; Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organization support. Journal of Applied Psychology, 86(1), 42-51.
Eisenberger, R.; Huntington, R.; Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507.
Erwin, D. G., & Garman, A. N. (2010). Resistance to organizational change: linking research and practice. Resistance to Organizational Change, 31(1), 39-56.
Folger, R., & Skarlicki, D. P. (1999). Unfairness and resistance to change: Hardship as mistreatment. Journal of Organizational Change, 12(1), 35-50.
Ford, J.; Ford, L., & D'Amelio, A. (2008). Resistance to change: the rest of the story, Academy of Management Review, 33(2), 362-377.
Furst, S., & Cable, D. (2008). Employee resistance to organizational change: managerial influence tactics and leader-member exchange. Journal of Applied Psychology, 93(2), 453-462.
Gerstner, C., & Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: correlate and construct issues . Journal of Applied Psychology, 82(6), 827-844.
Glaser, B. G. (1978). Theoretical sensitivity: advances in the methodology of grounded theory. CA: Sociology Press Mill Valley.
Glover, L. (2006). Postmodern climate change, New York: Rutledge.
Hadavinejad, M., & Darzi, L. (2016). Workplace deviant behaviors: Explaining the role of organizational support perception, injustice perception, personality, and frustration. Journal of Public Administration Perspective, 6(24), 151-173. (in Persian).
Hadavinejad, M., & Ebadi, F. (2015). Top management’s hypocrisy and employee’s resistance to change: explaining the mediating role of trust to top management. Transformation Management Journal, 6(12), 49-71. (in Persian).
Hadavinejad, M., & Tamaddon, S. (2014). Exploring personality traits effecting on behavioral resistance to change: a phenomenology. Strategic Management Thought, 8(1), 157-189. (in Persian).
Isern, J., & Pung, C. (2007). Harnessing energy to drive organizational change. McKinsey Quarterly, 1, 1-4.
Kaplan, H. B. (1975). Self-attituds and behavior deviant. Pacific palicade, CA: Goodyear.
Kvale, S. (1996). Interviews. an introduction to qualitative research writing. CA: Sage Publications, Thousand Oaks.
Lawrence, T. B., & Robinson, (2007). ‘‘Ain’t Misbehavin’’: workplace deviance as organizational resistance. Journal of Management, 33(3), 378-394.
Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87(1), 131-142.
Martin, A. J.; Jones, E. S., & Callan, V. J. (1999). The role of psychological climate in facilitating employee adjustment during organizational change. European Journal of Work and Organizational Psychology, 14(3), 263-289.
Muo, I. (2014). The other side of change resistance. International Review of Management and Business Research, 3(1), 96-112.
Novelli, L.; Kirkman, B. L., & Shapiro, D. L. (1995). Effective implementation of organizational change: an organizational justice perspective. in C. L. Cooper, & D. M. Rousseau (Eds.), Trends in organizational behavior: 2 (pp. 15-36). New York: John Wiley & Sons Ltd.
O'Connor, C. (1993). Resistance: the repercussions of change. Leadership & Organization Development Journal, 14(6), 30-36.
Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15(1),73-101.
Osborne, J. W. (1994). Some similarities and differences among phenomenological and other methods of psychological qualitative research. Canadian Psychology, 35(2), 167-189.
Padro de Val, M., & Fuentes, C. M. (2003). Resistance to change: a literature review and empirical study. Management Decision, 41(2), 148-155.
Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward organizational change. Academy of Management, 25(4), 783-794.
Qamar, B., & Ali, Q. (2012). Towards a hybrid model of strategic change: combining revolutionary and evolutionary aproaches together. International Journal of Management and Strategy, 3(5), 1-10.
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: a review of the literature. Journal of Applied Psychology, 87(4), 698–714.
Ross, L., & Nisbett, R. E. (1991). The person and the situation: Perspective of social psychology. Ney York: McGrow Hill.
Sandelowski, M. (1986). The problem of rigor in qualitative research. Advances in Nursing Science, 8, 27-37.
Schweiger, D. M., & DeNisi, A. S. (1991). Communication with employees Following a merger: a lokgotudinal field experiment. Academy of Management Journal, 34(1), 110-135.
Szabla, D. B. (2007). A multidimensional view of resistance to organizational change: exploring cognitive, emotional, and intentional responses to planned change across perceived change leadership strategies. Human Resource Development Quarterly, 18(4), 525-558.
Tyler, T. R., & Folger, R. (1980). Distributional and procedural aspects of satisfaction with citizen-police encounters. Basic and Applied Social Psychology, 1(4), 281-292.
Van Manen, M. (1990). Researching lived experience: Human science for an action sensitive pedagogy. New York: Sunny Press.
Van Emmerik, I. J. H.; Bakker. A. B., & Euwema, M. C. (2009). Explaining employees’ evaluations of organizational change with the job-demands resources model. Career Development International, 14(6), 594-613.
Waddell, D. & Sohal, A. S. (1998). Resistance: a constructive tool for change management. Management Decision, 36(8), 543-548.
Wojnar, D. M., & Swanson, K. M. (2007). Phenomenology an exploration. Journal of Holistic Nursing, 25(3), 172-180.
Yue, W. (2008). Resistance, the echo of change. International Journal of Business and Management, 3(2), 84-89.
Zander, A. F. (1950). Resistance to change: Its analysis and prevention. Advanced Management, 4(5), 9-11.
)
ارسال نظر در مورد این مقاله