ADDIS ABABA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT
ASSESSEMENT ON WHY PEOPLE RESIST ORGANIZATIONAL CHANGE

(In The Case Of Addis Ababa Gullele Sub-City Wereda 03 Trade Office)

A RESEARCH PAPER SUBMITTED TO MANAGEMENT DEEPARTMENT FOR

PARTIAL FULFILLMENT OF THE REQUIRMENT FOR BA DEGREE IN
MANAGEMENT

Prepared BY

Simegn Asnake

ID bee/0215/11

ADVISOR: MOHAMMED.J

JUNE 2022

Addis Ababa

ETHIOPIA
 Acknowledgement

First of all, I would like to thank almighty God and his mother St. Marry that lets me to do
everything and helps me to get this chance, because without God nothing is done.

Secondly, I would like also to thank all my Friends specially Tizita Derso, Hilu Ketema and
Kiriubel they stand beside me by finance and ideal assistance and my gratitude to.

Thirdly My deepest appreciation and thanks go to my Advisor, MOHAMMED.J for his heart full
advising encouragements, guidance and tutelage, and more importantly constructive criticisms
that helped me to stay focused by giving his time from the beginning of this work to the end.
 ACRONYMS
BPR – Business Process Reengineering

HRM - Human Resource Management

 ABSTRACT
The study has been carried out to assess the reasons why people resist organizational change in
case of Addis Ababa Gullele sub-city wereda 03 trade office. The main purpose of this study is to
find out the problems related to organizational changes, to investigate the methods people
express their resistance to organizational change, and to identify the best strategies for change
management in the organization. Specifically, the researcher tried to assess the reasons why
people resist organizational change in the organization. Both primary and secondary data were
used to conduct the study. To collect the primary data closed ended questionnaires which
distributed to employees of the organization and interview were used. While secondary data was
collected from different written sources and documents such as books etc. Census type of
technique was used in doing this study.

21 employees were taken as target population to do and the collected data were presented by
using tables. Already the data collected are presented and analyzed in the form table and
Descriptive method of data analysis also applied to present the major findings.

The major findings which the researcher point out were, most respondents agreed upon the
association of change with the loss of one's control, one's routines, one's traditions and one's
relationships is often mentioned among the main motives for resisting organizational change.
Other respondents have also agreed employee resist organizational change due to loss of job,
fear of the unknown, mistrust etc.
The researcher has tried to give conclusion, recommendation and possible solutions for the
problems and supporting ideas for positive said on the organization.
Contents
Acknowledgement.....................................................................................................................................2
ACRONYMS..............................................................................................................................................3
ABSTRACT................................................................................................................................................4
1.1 Background of the study.................................................................................................................8
1.2 Statement of the problem..............................................................................................................10
1.3. Research questions.......................................................................................................................10
1.4. Objectives of the study.................................................................................................................10
1.4.1. General objective of the study...............................................................................................10
1.5. Significance of the study...............................................................................................................11
1.6. Scope of the study.........................................................................................................................11
1.7. Limitation of the study.................................................................................................................11
CHAPTER TWO.....................................................................................................................................12
LITERATURE REVIEW..........................................................................................................................12
2.1. Definition...........................................................................................................................................12
2.1.1 Organizational Change.....................................................................................................................12
2.1.2. Transitional Versus Transformational Change.............................................................................13
2.2. Forces of change in organization.....................................................................................................15
2.2.1. External force of change............................................................................................................15
2.2.2. Internal force of change............................................................................................................15
2.3.1. Interpretations of Resistance to change...................................................................................17
2.3.1.1. Interpretations of Resistance as opinions..........................................................................17
2.3.1.2. Interpreting resistance as Personality..........................................................................................18
2.3.1.4. Interpreting Resistance as convictions..............................................................................19
2.6.1 THE METHODE OR STRATEGIES BY WHICH THE VARIABLES ARE COLLECTED
AND SYNTHESIZED.........................................................................................................................25
-Be up-front about the reason for the change.........................................................................................25
-Over communication throughout the process.......................................................................................25
-Demonstrate your enthusiasm for the change.......................................................................................25
2. 6.2 THE OUTCOME OF THE VARIABLE................................................................................25s
CHAPTER THREE...................................................................................................................................26
3.1 Research methodology...................................................................................................................26
 3.2 Research design..........................................................................................................................26
3.3 Target population......................................................................................................................26
3.7 Methods of data analysis...........................................................................................................27
3.8.1 TIME AND BUDGET SCHEDULE..........................................................................................27
3.8.2 TIME SCHEDULE...................................................................................................................27
3.8.3 BUDGET SCHEDULE............................................................................................................28
CHAPTER FOUR.....................................................................................................................................29
DATA PRESENTATION, ANALYSIS AND INTERPRETATION........................................................29
4.1 INTRODUCTION.........................................................................................................................29
4.3 Gathering general information on employees towards change and change resistance in their
organization.........................................................................................................................................30
4.4 Type of strategy the organization experienced to implement new change................................33
4.5 Problems of change management.................................................................................................34
4.8 Employees experience of resistance in the organization.............................................................36
4.9 Basic reasons of employees’ resistance to change in the organization.......................................36
CHAPTER FIVE.......................................................................................................................................39
5.1 MAJOR FINDINGS......................................................................................................................39
5.2 CONCLUSION........................................................................................................................40
5.3 RECOMMENDATION............................................................................................................................41
REFFRENCE............................................................................................................................................43
APPENDIX...............................................................................................................................................48
 Chapter one

Introduction
1.1 Background of the study

Change is defined as anything hardware, software, system components, services, documents or

processes, that is deliberately introduced in to the production environment and which may affect
a service level, (Bowman’s), information check list.

Resistance to change is the action Take by individuals and groups when they perceive that a
change is occurring as a threat to them, key words here are perceiving and threat, the need not be
real or large for resistance to occur in its usual description is refers to change within
organizations,(www.changingminds.org/desciplines/change).
Change management is one of the most important activities for any organization and it is
composed of many tools. It is also a systematic approaches of dealing with change both from the
perspective of an organization and the individual, (Miuanceuich, 2008).

Change management is referring to any approach to transitioning individuals, teams, and

organizations using methods in tended to re-direct the use of resource business process, budget
allocations, or other modes of operation that significantly reshape a company or organization,
(Clark, 2009). It is the process, tools and techniques to manage the people side of change to
achieve the required business outcome. Change management incorporates the organization tools
that can be utilized to help individuals make successful personal transitions resulting in the
adoption and realization of change, (Chiaburu, 2003).

Organizational change management is often an executive management or human resource

function. The goal is to reduce resistance to change and establish a culture that embraces to
change and innovations. In many cases organizational change management is focused on strategy
communication, creating a sense of urgency, developing leaders, incentives and performance
management, (Slcun, 2003). In addition to this Organizational change management is methods
of leveraging change to bring about successful resolution and typically preparation,
Implementation and follow through.

Change management is used for organization to work hard and used for successful achievement
of organizational objectives or goals. It contributes the substantial development of an
organization in its day substantial development of an organization in its day to day activities,
there is an essential or crucial sole to change same frequent change includes a constant demand
change and preference of product market condition in the municipality change practice. This
change can arise from external environment of the organization. The member of the municipality
initiates the other change issues; usually changes are derived from change management,
(Huselld, 2001).
1.2 Statement of the problem

Organizations require strategic applications in their change management implementation and

managerial activities to successfully compete with the dynamic world. Since, Schein (1999),
observed organizations as dynamic entities that continually related with an environment that is
changing, their adjusting themselves with this new change should be noted. But when
organizations practiced new change, employees are one fierce resistance to this change due to
different reasons. The other researcher try to show factor affecting of organizational changes in
organization. Yet this research is to know and find out the practice of change in organizations, in
order to assess whether employees of the organization have a tendency to resist organizational
change or not. Then after, if there is employees’ resistance to change in the organization, it is
important to go through identifying the reasons why employees’ resistance to change the ways
how employees hinder new change in the organization? The manager’s handling mechanisms of
resistance in a strategic and scientific way when change is implemented in the organization.

1.3. Research questions

The study has answered the following questions:

 What are the problems related to organizational changes?

 What are the sign people express their resistance to organizational change?
 To What extent are the employees ready to adapt with an approach to do job?
 What are the best strategies for change management in trade office?

1.4. Objectives of the study

1.4.1. General objective of the study

The general objective of the study will be to assess why people resist organizational change in
Gullele sub-city wereda 03 trade office.
1.4.2. Specific objectives

The specific objective of the study was

 To find out the problems related to organizational changes in Gullele sub-city wereda 03
trade office
  To explore the reasons why people, resist organizational change
 To examine methods used by people to resist organizational change
 To investigate tools used by organizations to minimize resistance.

1.5. Significance of the study

The study has the following significances

 The study expects to help Gullele sub-city wereda 03 trade offices to know the reasons of
peoples’ resistance towards its change and to adjust it-self to interact with the external
environment.
 It is also expected to be a bench mark to study the issue by other researchers.
 Beside this it is important to the researcher so as to get BA degree in management and an
experience for further researches.

1.6. Scope of the study

Conceptually this study focused only why people resist organizational change.
Methodologically, this study has employed a cross sectional study. The target population in this
study were 21 employees of Gullele sub-city wereda 03 trade office. Therefore, the researcher
will use census study because the number of the population in this study is small in number. The
research type that the researcher uses is descriptive. Geographically, this study is restricted to
Addis Ababa Gullele sub-city wereda 03employees of trade office.

1.7. Limitation of the study

The limitation for the research was lack of simply availability of important written reference,
lack of experience of researcher, lack of time and money and lack of adequate published
literature related to the issue.

1.8. Organization of the proposal

This study consists five chapters. The first chapter contained the introduction that contains
background of the study, Statement of the problem, research questions, and objective of the
study, significance of the study, scope of the study, limitation of the study and organization of
the proposal, the second chapter contain review of related literature to get relevant information
about the study and conceptual framework. The third chapter contain Research Methodology
Research design, Target population, Type and source of data, Data collection method, Sampling
size and technique time and budget constant.

CHAPTER TWO

LITERATURE REVIEW

2.1. Definition

2.1.1 Organizational Change

Organizational change refers to the action in which a company or business alters a major
component of it organization, such as its culture, the underling technologies or infrastructure it
Used to operate, or its internal process.
According to Nikolaou, (2005), organizational change defined as the challenge to the way things
are normally done in an organization, which results in feeling of uncertainty among individuals
and stress about the potential failure of meeting the new situation. In addition, , Scott (2003),
defined it as intentionally Generated response to environmental shift, systems open to their
environments that change as a natural and spontaneous response to a linear sequence of
developmental events.
Organizational change can be viewed from a variety of different frameworks. Poole, (1995),
researched nearly 1,000 articles on the topic and identified as many as 20 different theoretical
perspectives. However, many change theorists have combined two perspectives, viewing
changes in systems as taking place in two distinct, yet coexistent forms: evolutionary and
revolutionary, Gersick, (1991) and (Haveman, 1993),Termed this convergence of change as
punctuated equilibrium. The theory of punctuated equilibrium was originally applied to the study
of the evolution of species. Eldridge, (1997), applied it to explain apparent gaps in the fossil
records that suggested missing records in the evolutionary process.
Managing change is certainly not a new topic management or organization change management
is the process tools and techniques to manage the people side of change to achieve the required
business outcome, Caskman, (1989).

Organization counter may different forces for changes these forces can for external and internal
forces. This section examines the force that creates the need for change. Awareness of their force
can help managers determine when they should consider implementing is organizational change.
In a project management context change management may refer to the change control process
where in change to the scope of project are formally introduced and approved Smohhan, (2005).
Organizations may refer to the latest quarterly reports and recognize the changes needed for
survival and facing the present or future competition, Armstrong, (2006).

2.1.2. Transitional Versus Transformational Change

Prior to their hypothesis, other evolutionary scientists supposed that these leaps from one
biological species to another were result of other samples in the evolutionary chain that had not
been discovered. The two researchers discussed that rather than simply being missing gaps in
growth of the species, they could be explained by revolutionary changes in the organism as a
consequence of some radical pressure. They further proposed that this influence could either be
external, in nature or occur as a result of some biological switch that was generated from within.
Anderson, (1986), emphasized that organizations which are insulated from disruptions are very
stable and tend to make incremental, continuous changes over a period of time.
Evolutionary perspective can be transitional, transformational and developmental. Transitional
change advances the current state through insignificant, gradual change in people, procedures,
structures or technology. Transformational change efforts result in a fundamental and radical
shift that rejects existing paradigms, Kuhn, (1970). It signifies leadership driven modifications
of culture, formulation of totally different strategy or demands for conformity due to a merger or
acquisition by a dominant company, Derming, (2005). Developmental change stems from an
overall philosophy of growth and development that forms a culture of building competitive
advantage through continuous dynamic yet manageable change. It avoids frequent radical, large-
scale change by frequently scanning internal and external environments and rewarding individual
innovation, growth and development, Gilley&Maycunich, (2000).
2.1.3. Structural Change
An organization structure is the way in which the tasks and subtasks required to implement a
strategy are arranged. Since restructuring refers to changing the organization structure in line
with changes in environment and strategies, there is not one exact way to arrange the
organizations Kazmi, (2002). According to life cycle theory, structural transformation
accompanies an organization's growth Miles, (1980), Freeman, (1984). At the same time,
organizational changes occur on the basis of intended plans. Organizations change in response to
mission, strategy, system and structure, Litwin, (1992). Restructuring, reorganization,
reengineering, delayering and flatter structures are the major ideas related with restructuring.
Reengineering is the fundamental rethinking and radical design of business processes to achieve
dramatic gains in cost, quality, service and speed whereas delayering indicates reducing the
levels in the organizational hierarchy to facilitate improved communication and control within
the organization, Champy, (1995). 'Relationship organizations' or 'virtual organizations" have
emerged as the workforce becomes more mobile in response to changing organizational
structures.
A virtual corporation uses information technology to link various independent companies,
suppliers, customers and even competitors to share skills, costs and access to one another's
mistakes. Chien, (2007), observed that a virtual organization has a very small core with many
resources supported from outside, but without a physical set up. Flattened organizational
structures push decision-making authority to the lowest levels of the organizational structure,
which creates decentralized management and a distributed work force. Britt, (2002), found that
virtual teams and flattened structures permit organizations to be adaptable, flexible, distributed
and economically competitive. Yasai-Ardekani, (1986), developed a conceptual model
combining ideas from organization theory and industrial economics. According to this model,
objective industry environments influence managers' perceptions of their environments and
managers' perceptions influence structural adaptations. Also industry environments, individuals'
characteristics and organizational structures influence managers' perceptions. In contrast with
other models, this model examined managers' perceptions in terms of several dimensions. It was
noted that managerial choice and organizational slack also affect structural adaptations to
environments. Few studies considered competition as an important environmental attribute,
where the researchers generally hypothesized that high levels of perceived competition lead to
greater specialization, participation and decentralization, Khandwalla, (1981).

2.2. Forces of change in organization

2.2.1. External force of change

External force of change originates outside the organization. Because these have global effect
they may cause an organization to equation. The essence what business in and they are three key
external forces for change. These forces are demographic characteristics, technological
advancement, social and political pressure, Zarson, (1993).

2.2.2. Internal force of change

Internal force for change also comes inside the organization this may be subtle such as how
productivity and conflict internal force for change come from both human resource problem and
managerial behavior or decision. Dissatisfaction is a symptom of an underlining employees
problem that should be addressed unusually high level of absenteeism and turn over represent
force for change excessive inter personal diarchic between managers and their subordinates in
assign that change is needed to separated, for example one of the parties might be transformed to
a new adulate direction or support may result in human resource problem or support may
problem requiring change, (Meshane, 2005).

2.3. Resistance to Change

Resistance is a healthy part of any change process. Manage it effectively and it can strengthen
your change initiatives. Ignore it and it can quietly undetermined all your great intentions
Ivancerch, (2008).
The notion of "resistance to change" is often attributed to Lewin, (1951). Lewis developed his
concept "based on the 'person' as a complex energy field in which all behavior could be
conceived of as a change in some state of a field" Meurow, (1969). The status quo represented
equilibrium between the obstacles to change and the forces supporting change. It was considered
some difference in these forces-a weakening of the barriers or a strengthening of the driving
forces- was essential to produce the unfreezing that started a change. Emphasis was laid on the
effectiveness to weaken the barriers than to strengthen the drivers, Goldberg, (1999). Scholars
differs on the source of resistance in Lewis’s analysis. Lewis’s, (1951), early force-field analysis
clearly place the person at the center of attention, with forces for change battling against
individual
Resistance to change such as habits, routines, fear of insecurity and the unknown French,
(1948), Bell, (1999), Jones, (2001).
Traditionally seen as one of the first interventional studies in organization development,
investigation by Koch and French, (1948), in the Harwood Manufacturing Corporation was a
classic study in organizational change efforts, al B. e., (2007). Through a variety of experiments,
Koch and French concluded that groups that were permitted to participate in the design and the
development of the changes showed much lower resistance than those which did not participate,
Dent & Goldberg, (1999). During the 1950s, resistance to change emerged as a key topic in
management studies as a force to overcome.
During the last sixty years, the traditional definition of resistance to change has crept into
popular culture. Dent and Goldberg, (1999), stated that resistance is universally accepted.
Resistance is assumed, inevitable and must be conquered. This received truth sees resistance to
change as a psychological phenomenon in which resistance is sited within the individual and the
manager's duty is to overcome that resistance,(Dent & Goldberg, 1999).Lately, a few
researchers have challenged the traditional view of resistance, (Dent &Goldberg, 1999;
(Merron, 1993), (Piderit, 2000). argued that resistance to change fails to capture the complexity
of individuals' responses to proposed organizational changes. Individuals' responses to change
can be explained as a continuum with recognition and active resistance as its extremities
(Coetzee, 1999).uses the term 'ambivalence' to better capture the range of possible responses to
change. To succumb, to survive, to be resilient and to thrive are four possible responses to
change (&Icovics, 1995), (Carver, 1998). At the lowest level of performance, an individual will
succumb to a change. The individual continues a downward slide in which the initial detrimental
effect is compounded and the individual eventually surrenders (Carver, 1998), (O'Leary, 1992).
Depicts are survival as continuing to function, but in an impaired fashion. At the next level,
considered resilient, an individual survives the change with a decrement related with the initial
challenge then continues to perform at the same level as prior to change, (O'Leary, 1992)
Finally, employees emerge from disruptive and traumatic events with newly developed skills
(Carver, 1998). Such individuals move beyond the original level of psychological functioning to
thrive (O'Leary, 1992). Researchers have commenced to show that not all resistance is
equivalent. (Oreg, 2006), builds off of Pederast’s explanation of ambivalence and introduces
three types of resistance: cognitive, affective and behavioral. He explained that different forms of
resistance can indicate different types of antecedents and thus would point to different measures
for alleviating resistance, George and Jones, (2001), suggested that resistance to change
embraces both cognitive and affective components. Pederast, (2000), categorized past empirical
studies into three different emphases in conceptualizations of resistance: as a behavioral,
cognitive and an emotional state. These components reflect three different manifestations of
people's evaluation of an object or circumstances, (McGuire, 1985).

2.3.1. Interpretations of Resistance to change

2.3.1.1. Interpretations of Resistance as opinions

Common themes in Interpretations are employees influence, opinions and feedback. High
changeability and low emotionality is assumed, as concerns the nature of resistance to change.
Labor process theory and human resource management theory (HRM theory) have been highly
influential in this interpretation of resistance. The former originates from research on working
conditions, primarily in a manufacturing or industrial context. Today, it focuses on, among other
things, techniques for exerting control and on employee subordination. A fundamental
assumption of HRM theory is the balance between employee and employer interests. (March,
1963), argued that people’s personal goals often differ from those of the organization and that a
primary responsibility of managers is therefore to persuade staff members to direct their efforts
towards the organizational goals. Resistance is primarily understood in terms of the content of
objections in labor process theory and HRM theory. However, it is possible to talk of employee
contracts with several different interpretations of resistance. (Strebel, 1996), For example,
mentions a personal contract although he replaces it with the word “compact” between employer
and employee. As opposed to surety March, (1963), he assumes that the default position of
employees is resistance and that this merely needs to be overcome by renegotiating this personal
contract with the employee. Strebel, (1996:92), Regardless of the cultural context the revision of
personal compacts is integral to the change process companies will not accomplish their goals.

2.3.1.2. Interpreting resistance as Personality

Employees will remain skeptical of the vision for change and distrustful of management, and
management will likewise be frustrated and stymied by employees’ resistance.
This quote indicates that Strebel’s assumptions on resistance correspond better to interpretation
than interpretation A common change management strategy of interpretation is dialogue aimed at
gaining as much support as possible for planned changes, but also allowing to negotiate and
adjust. Plans. The primary goal of this strategy is improved decision quality, by utilizing the
knowledge of employees. Important secondary goals include employee motivation and
efficiency, Louise D. Bringselius, (2010/1).

2.3.1.3. Interpreting Resistance as a psychological reaction

It is common to consider resistance as a psychological reaction and to explain it in terms of

stereotypes or social categorization. Social psychology has been highly influential in this
interpretation, where high changeability and high emotionality is assumed as concerns resistance
to change. For many years, stereotypes and categorization have been regarded as pathological in
social psychology (Gaertner, 2001), argue, conflict between groups does not have to be a
problem, it can be a natural and healthy process, in which individuals learn to relate to a certain
social context. This line of thought is becoming increasingly popular in the field of social
psychology. Stereotypes are simplified images of groups of individuals, (Brown& Gartner,
2001). A related theoretical field is Social Identity Theory, but in this field, the assumed
probability of being able to change resistance (when attached to an identity) is lower. When
resistance is assumed to be changeable and emotional, it is common to adopt a change
management strategy based on some kind of “therapy”. This can take the form of workshops or
extensive information and dialogue. The aim of this strategy is to build acceptance of planned
changes, where management is prepared to adjust these plans after negotiations. The aim of
extensive information is to reduce uncertainty, which is assumed to be a common reason for
employee resistance. This information can be compared to two-way communication strategy that
includes negotiations, and thereby some level of employee influence. Improved employee
motivation is the primary management goal behind the change management strategies. (Craine,
2007), is one of the authors who best represent these assumptions on resistance: Perhaps creative
thinker and author Roger Von Ouch said it best: ‘there are two basic rules of life: Change is
inevitable, and everybody resists change.’ Resisting change is as congenital as being frightened
of the dark, having a crush at age 16, or laughing at the Three Stooges. Little can be done to
avoid these reactions. They are natural, emotional, and inevitable. This innate resistance to
change occurs because most people like things to be comfortable and familiar. Thus, by
understanding the ‘grieving’ process people use to deal with change, it may be possible to reduce
some of the potentially damaging consequences. Craine, (2007), suggests how a “change cycle”
can be understood, in terms of “a four-step cycle of emotions that individuals are likely to
experience when faced with change”. He talks of resistance as emotional, but possible to change,
and outlines a therapeutic change program to help employees overcome this otherwise “innate”
resistance, (Gilkey, 1988).

2.3.1.4. Interpreting Resistance as convictions

Resistance is understood in terms of convictions and ideals and ethics is a common theme.
Convictions are based on a non-emotional line of thought and fundamental priorities, which are
not easily changed. Morality is also usually deeply rooted within the individual. Changeability
and emotionality and both assumed to be low with this interpretation of resistance. Theoretical
influences in Interpretation C stem from moral philosophy and whistle-blowing theory. There is
also theory on social movements that falls under this category, (Jasper, 1997). Whistleblowing is
based on a conviction that there is some kind of wrong-doing, meaning that there is an important
moral element (Miceli, 2008). With regard to change management strategies, dialogue is central
when resistance is interpreted in terms of convictions and ideals, and the congruence between
individual employee convictions and organizational values and practice is focused upon. A
strategy of dismissing certain employees may result, which is common in cases of whistle-
blowing, (Miceli et al., 2008). However, in cases where the employee’s protest is legitimate, the
primary strategy would be to adjust the plans for change. In this way management strategies aim
to improve organizational ethics as well as decision quality and employee motivation, while
increased efficiency is a possible side-effect. Piderit (2000:783) claims that “researchers have
largely overlooked the potentially positive intentions that may motivate negative responses to
change”. Resistance may thus actually represent rational objections to changes that are
considered non-beneficial to the organization or to its mission.
Finally, resistance is assumed to be based on emotions, and the probability of being able to
change it is considered low. Common themes are psychological predispositions and personality.
Biology and the natural sciences in general have been influential in this interpretation, with its
focus on genetic predisposition and personality psychology, including both the individual and
collective levels of analysis. This line of thought has been subjected to considerable competition
from social psychology, which tends to hold that individual behavior can be influenced in
different ways (higher changeability). Dismissal and replacement of resistant employees are
common change management strategies. Because resistance is assumed to be highly emotional
and unlikely to change, it is easy to label employees who object as impossible by personality,
especially when it is assumed that resistance is contagious, (Hatfield, Cacioppo, & Rapson,
1994). With these assumptions, resistant employees tend to be described as irrational,
emotionally governed and even “bitter” (Bowditch, 1989).Over time, bitter organizational
members depart, and the employees who remain within the new organization may begin to feel
better about their situation These scholars do not assume that (the “bitter”) employees can
change their sentiment, and nor do they assume that it may be of interest to management to
understand the reasons why they are bitter. Improved efficiency is the primary goal of this
management strategy.
2.4. The causes of employees’ resistance to change
 The habits of employees: The organizational changes that require personal and
professional habits change will be faced with resistance, as any change in personal habits
requires effort and, therefore, out of personal comfort zone; “Habits are hard-wired into
the basal ganglia part of the brain. In this area the brain makes connections to experiences
and insights and functions effectively and efficiently without using a lot of energy”
(Training, 2009). Because change within organizations most of the time will require new
ways of doing things, individual habits may become substantial obstruction on the way of
change.
 Non-existent or ineffective communication: inside the company, effective
communication strategies strengthen the confidence of employees in the organization,
 connect employees to the reality of business and to the external ambient environment,
fueling the development of the company and facilitate the changes for progress.
 Fear of job loss: Unfortunately, when companies realized a change, which involves
massive, resources (financial, human, and technological), the leadership or senior
managers want major cuts in terms of capital. Many case studies have shown that this
reduces the number of good employees with skills and experience available within an
organization. Fear and anxiety take hold of employees, all reflecting into work
productivity and even in their personal lives, whether or not leave the organization.
Reengineering efforts changes almost everyone’s job causing new skills for employees at
all levels. Furthermore, reengineering usually involves the process of combining many
job categories into one, which requires extensive technical cross training. Thorough
skills’ assessment of the workforce should be undertaken through job-analysis and needs-
analysis. The analysis should determine what skills are needed and what changes have to
take place. In this moment, the focus should be on people, not processes;
 Fear of Unknown: Anxiety, up to fear in front of unknown, can manifest both among
employees who do not know or do not understand how it will affect change and among
managers, regardless of the hierarchical level that is, they can avoid taking certain
decisions requiring a high degree of responsibility. Fear freezes the innovation process
and lowers work productivity;
 Lack of safety: Any change in a job involves, at the individual level, out of comfort zone.
To make progress, we must adapt to the changing environment permanently, we must
always find creative solutions to be more efficient and more competitive, and all this is
impossible without change. The greater our ability is to adapt and speed of response on
changes in the external environment, the lower is the level of the uncertainty and
insecurity about the transformation process.
 Economic considerations: People resist change that results in reduction of direct income
(basic salary) or indirect (bonuses, commissions, etc.). Economic factors may also cause
individual resistance to change in a way that changes might be perceived by employees as
a means of decreasing the level of pay to employees and/or increasing the pay of
management. Accordingly, those employees who think that the aims of changes are to
reduce their income will try to oppose the change and resist it without comprehending the
 true purpose of the change. The same effect will be caused if employees think that other
people apart from them will receive economic benefits as a result of change, Dudovskiy
(2013).
 Organizational culture: Organization’s Culture is a pattern of beliefs and expectations
that are common to members of a social unit and subsequently set the behavioral
standards or norms for all new employees. Because culture is intrinsically inflexible,
determined and shared by members of an organization, and has profound influence on
behavior, any attempt to change its core assumptions might be met with resistance,
(Agboola, 2011). It can often be difficult to convince business units of an organization to
switch from already running business processes to a new process system. Usually in these
circumstances, the two main threats are replacing known processes with an unknown, and
taking away decision-making authority for the routine business activities. If the
advantages of BPR projects are not explained well, the employees can even resist and
slowdown the development and adaptation process of the new system.
Significantly improve an organization’s workflows, business, and decision making. When
people in an organization realize and recognize that their current organizational culture needs to
transform to support the organization's success and progress, the process of reengineering can
occur. Organizational change is an empirical observation in an organizational entity of
variations in shape, quality or state over time, (Van de Van and Poole, 1995), after the
deliberate introduction of new ways of thinking, acting and operating, (Campbell and Freeze,
1998). The general aim of organizational change is an adaptation to the environment, (Leana and
Barry, 2000).Or an improvement in performance, (Tushman, 1993). This definition encompasses
many situations that should be distinguished by applying certain dimensions to establish
‘typologies of change’. We will refer to the scope of change, because it is one of the most used
variables in literature to design change typologies. That way, changes can be defined along a
continuum starting in low scope or evolutionary changes to high-scope or strategic ones. With
the aim of making the use of this dimension scope easier, we will describe both extremes of the
continuum, but we should always keep in mind that real changes are not a pure type but a
mixture. First, we will describe evolutionary, incremental, or first order changes. These are small
changes that alter certain small aspects, looking for an improvement in the present situation, but
keeping the general working framework (Blumenthal and Haspeslagh, 1994; Goodstein and
Burke, 1991; Greiner, 1972; Levy, 1986; Mezias and Glynn, 1993; Nadler and Tushman,
1989; 1990). The second types of changes are strategic, transformational, and revolutionary or
second order ones. They are radical transformations, where the organization totally changes its
essential framework (Blumenthal and Haspeslagh, 1994; Ghosh AL and Bartlett, 1996;
Goodstein and Burke, 1991; Marshak, 1993; Nadler and Tushman, 1989, 1990), looking
generally for a new competitive advantage (Hutt, Walker and Frank wick, 1995) and affecting
the basic capabilities of the organization (Ruiz and Lorenzo, 1999). Once we have introduced
the concept of organizational change and have presented a typology, we will analyze the term
‘resistance to change’. On one hand, resistance is a phenomenon that affects the change process,
delaying or slowing down its beginning, obstructing or hindering its implementation, and
increasing its costs, (Ansoff, 1990). On the other hand, resistance is any conduct that tries to
keep the status quo, that is to say, resistance is equivalent to inertia, as the persistence to avoid
change, (Maurer, 1996; Tumult, 1995; Zelman and Duncan, 1977). So, inertia and thus
resistance are not negative concepts in general, since change is not inherently beneficial for
organizations. Even more, resistance could show change managers certain aspects that are not
properly considered in the change process, (Sohal, 1998)

2.5 . External and Internal Restraints to Change

Schein (1999), observed organizations as dynamic entities that continually related with an
environment that is changing, He acquired an outside in view and suggested that organizations
are by nature dynamic and in a process of frequent interaction with an equally dynamic external
environment, thus, leading to the view that organizational change is a consequence of the
interaction or relationship with the external world. This interaction provides the impetus for
change within organizations. Dynamics of the market, economic, political and societal trends,
although external to an organization, influences an organization and exhibit the potential to serve
as a strong force for change (Ulrich et al., 1999). Addressing external, environmental influences,
Fletcher (1990) characterized change as an event that transpires when the organizational reality
is no longer sufficient to meet the external demands or needs of the organization. Henan and
Freeman (1977), identified three external factors that can act as a limitation to changes in
organizations: legal and fiscal barriers can hinder entry into and exit from markets, organizations
may lack information available externally and external legitimacy claims may limit adaptation.
 Henan and Freeman, (1977), discussed the internal barriers to organizational change. Internal
constraints on the information received by the decision makers may restrain them from making
significant changes such as organization's investment in plant equipment and specialized
personnel. Henan and Freeman, (1977), identified organization's own history as one of the
obstacles to change management since organizations enact their own environments. If the efforts
are not spread uniform among sub-units, it can create inertial resistance to change, (Poole, 1995),
(Goleman, 2002). Also, if other areas in the organization do not recognize the need for change,
change efforts may meet resistance and even fail (al, 1996). A rational view of organizational
behavior is that they develop formalized structures to ide.

2.6 CONCEPTUAL FRAMEWORK OF

ORGANIZATIONAL CHANGE

THE OUTCOMES
CAUSE OUTCOMES
-Improves productivity.
-Mistrust and lack of
METHOD OR STRATEGLES
confidence. -Improves quality of
-Be up-Front about the
work.
-Emotional Response. reason for the change.
-Improves cooperation,
-Fear of failure. -Over communication
collaboration and
through the process.
-Poor communication. communication.
-Demonstrate your
-Unrealistic Timeline. -Reduce stress and
enthusiasm for the change.
anxiety.

-Encourages people to
stay loyal to the
 - Mistrust and lack of confidence.

- Emotional Response.

- Fear of failure.

- Poor communication.

- Unrealistic Timeline.

2.6.1 THE METHODE OR STRATEGIES BY WHICH THE VARIABLES ARE

COLLECTED AND SYNTHESIZED.

-Be up-front about the reason for the change.

-Over communication throughout the process.

-Demonstrate your enthusiasm for the change.

2. 6.2 THE OUTCOME OF THE VARIABLE

-Improves productivity.

-Improves quality of work.

-Improves cooperation, Collaboration an communication.

-Reduce stress and anxiety.

-Encourages people to stay loyal to the organization.

 CHAPTER THREE

3.1 Research methodology

3.2 Research design

This study will be use descriptive types of research design because it has described the reasons
why people resist organizational change.

3.3 Target population

The target population of this study is employees who are working in G1ullele sub-city wereda 03
trade offices. The organization has 21 employees. The research has used census method of data
collection, because the population is small in number (21)

3.4 Type and source of data

The researcher has use both primary and secondary data collection methods, and the study will
be conducted at Gullele sub-city wereda 03 trade office. Data will be obtained from workers of
Gullele sub-city wereda 03 trade office.

3.5 Data collection method

The data is collect from both primary and secondary sources. The primary data is collect by
interview and questionnaires distributed for each individual in the target population. And the
Secondary data is also being obtained from written documents, internet sources, Published and
unpublished books ETC.

3.6 Sampling size and technique

The researcher has focus on total employees of Gullele sub-city wereda 03 Trade Office which
consists of 21 employees, for this reason, the researcher has use census survey method, because
the total number of population is small in number.
 3.7 Methods of data analysis
After administrating and gathering the primary data and getting back response from the total
employees, data has be analyze using descriptive statistics. The researcher has use tables and
figures to present the collected data.

3.8 Data presentation

3.8.1 TIME AND BUDGET SCHEDULE

3.8.2 TIME SCHEDULE

No Activities January January,2022 January,2022 february,2022 March
2022 2022
Month W1&2 W W1 W W3 W W W W W W1 W
4 2 4 1 2 3 4 2
1 title selection 1
&submission
2 first draft proposal 1
3 Submission of 1
proposal
4 Review the 1
proposal
5 Finalize the 1
proposal
6 Data collection 1
7 Draft data analysis 1
and integrate
8 Submission of 1
data analysis
9 review data 1
analysis
10 Finalize data 1
analysis
11 Submission of 1
data analysis
12 Full draft paper 1
13 Submission of 1
paper
14 Description: w-refers to week and
the number 1 in the box indicate the due date (week) of the work submission

3.8.3 BUDGET SCHEDULE

NO Materials Measurement Unit Cost

Per unit Total cost

Birr Cent Birr Cent

1 Paper Packet 1 260 .00 260

2 Printing Page 150 1 .00 150

3 Binding Per bind .00 .00 .00 .00

4 Miscellaneous ----- .00 .00 500

5 Pen Number 5 10 .00 50

6 Total 960
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 INTRODUCTION
The previous chapters’ were deal with the theoretical aspects of the study. But this chapter deals
with the data presentation, analysis and interpretation of data collected through questionnaire and
interview from employees of Addis Ababa Gullele sub-city wereda 03 trade offices. For this
study the questionnaires were distributed for 21 respondents among these 19 questionnaires were
returned the remaining 2 were not returned, because of negligence of respondents and unable to
get the respondents at office when the filled questionnaire is collected. In general, this study was
analysed based on collected 19 questionnaires that is 90.48% response rate.

4.2 Demographic characteristics about the respondents

Table 1 Age distribution

Age group Number of respondent Percentage (%)

20-30 14 73.68%

31-40 5 26.32%
41-50 0 0%
Above 50 0 0%
Total 19 100%
Source: own survey of 2022
The above table shows about the age distribution that indicates about 73.68% of respondents are
in the ages of 20-30, 26.32% of the respondents were in the ages 31-40, and none of the
respondents were in the ages of 41-50 and above the age of 50 years, therefore the majority of the
employees in Addis Ababa Gullele sub-city wereda 03 trade office were in the ages of age of 20-
30 years and the rest found in the ages of 31-40 year
 Table 2 Year of service in the organization

Year of service Respondents Percentage (%)

0-5 13 68.40%
6-10 6 31.60%
11-20 0 0%
21-30 0 0%
Above 30 0 0%
Total 19 100%
Source: Own survey 2022

The above table shows about Year of service of employees in the organization that indicates
about 68.4% of respondents are working in the organization that from 0-5 years and the rest are
from 6-10 years which constitutes 31.6% of service. Therefore, the majority of the employees in
Addis Ababa Gullele sub-city wereda 03 trade offices are working from 0-5 years of service.

4.3 Gathering general information on employees towards change and change resistance in
their organization.
Table 3. General information’s on employees towards change and change resistance in the
organization.

No Disagree Strongly Neutral Agree Strongly Total

Items Disagree Agree

N In % N In % N In % N In % N In % N In %
o o o o o o

1 There is participation and 1 (5.26) 2 (10.53) 3 (15.79) 10 (52.63) 3 (15.79) 19 (100)

involvement of Employees when
change is implemented.
2 Employee resist organizational 2 (10.53) 0 (0) 6 (31.58) 8 (42.10) 3 (15.79) 19 (100)
change due to loss of job, fear
of the unknown, mistrust etc.
3 Individual habits may become 2 (10.53) 1 (5.26) 4 (21.05) 11 (57.89) 1 (5.26) 19 (100)
substantial obstruction on the
way of organizational change.

4 Manager’s handling mechanism 0 (0) 0 (0) 3 (15.79) 11 (57.89) 5 (26.32) 19 (100)

of change has a great impact on
employees accepting or refusing
 it.
5 The association of change with 1 (5.26) 0 (0) 5 (26.32) 11 (57.89) 2 (10.53) 19 (100)
the loss of one's control, one's
routines, one's traditions and
one's relationships is often
mentioned among the main
motives for resisting change.
6 Clear, transparent and honest 0 (0) 0 (0) 1 (5.26) 5 (26.32) 13 (68.42) 19 (100)
communication, regarding the
need for change and its impact is
essential to the success of the
initiative.
7 There should be training and 2 (10.53) 0 (0) 3 (15.79) 8 (42.10) 6 (31.58) 19 (100)
positive motivation of
employees before organizational
change is applied.
8 People resist change that results 2 (10.53) 1 (5.26) 6 (31.58) 7 (36.84) 3 19 (100)
in reduction of direct income. (15.79)
9 There should be concusses 2 (10.53) 3 (15.79) 2 (10.53) 6 (31.58) 6 (31.58 1 (100
between employees about the ) 9 )
new change before
implementation.
10 Resistance would diminish as 2 (10.53) 3 (15.79) 2 (10.53) 11 (57.89) 1 (5.26) 19 (100)
more new staff members were
recruited.

1. As indicated in the above table 3, from total respondents 1 or 5.26% of them were disagreed, 2
or10.53% were strongly disagreed, 3 or 215.79% of them also chosen neutral, 10 or 52.63% of
them were agreed, and the remaining 3 or 15.79% of them were strongly agreed for the presence
of participation and involvement of employees when change is implemented in their organization.
This implies that there is participation and involvement of employees when change is
implemented in Addis Ababa Gullele sub-city wereda 03 trade offices.

2. As indicated in the above table, from total respondents 2 or 10.53% of them were disagreed, 0
or 0% were strongly disagreed, 6 or 31.58% said neutral, 8 or 42.10% of them were agreed, and
the remaining 3 or 15.79 % of them were strongly agreed as employee resist organizational
change due to loss of job, fear of unknown, mistrust etc. This implies that loss of job, fear of the
unknown, mistrust etc. are sources of organizational change resistance in Addis Ababa Gullele
sub-city wereda 03 trade offices.
3. As indicated in the above table, from total respondents 2 or 10.53%of them were disagreed,1
or 5.26 % were strongly disagreed, 4 or 21.05% of said neutral, 11 or 57.89% of them were
agreed, and the remaining 1 or 5.26% of them were strongly agreed individual habits may
become substantial obstruction on the way of organizational change. This implies most
employees agreed that individual habits as substantial obstruction on the way of organizational
change in the office.

4. As indicated in the above table, from total respondents 0 or 0% of them were disagreed, 0 or
0% were strongly disagreed, 3 or 15.79% of them also responded as neutral, 11 or 57.89% of
them were agreed, and the remaining 5 or 26.32% of them were strongly agreed on Manager’s
handling mechanism of change has a great impact on employees accepting or rejecting it. This
implies that most employees agreed that manager’s change handling mechanism has an impact
whether they accept or reject it in the office.

5. As indicated in the above table, from total respondents 1or 5.26% of them were disagreed as
the association of change with the loss of one’s control, one’s routines, one’s traditions and one’s
relationships is often mentioned among the main motives for resisting change 0 or 0% were
strongly disagreed, 5 or 26.32% responded as neutral, 11 or 57.89%of them were agreed, and the
remaining 2 or 10.53% of them were strongly agreed. This implies that most of the time the
association of change with the loss one’s control, one’s routines, one’s traditions, and one’s
relationships as the main motives of resisting organizational change.

6. As indicated in the above table, from total respondents 0 or 0% of them were disagreed,0 or
0% were strongly disagreed, 1 or 5.26% of the respondents said neutral, 5 or 26.32% of them
were agreed, and the remaining 13 or 68.42% of them were strongly agreed about clear,
transparent and honest communication, regarding for change and its impact is essential to the
success of the initiative. This implies that most employees strongly agreed clear, transparent and
honest communication before change is implemented in the office.

7. As indicated in the above table, from total respondents 2 or 10.53% of them were disagreed
there should be training and positive motivation of employees before organizational change is
applied, 0 or 0% of them were strongly disagreed, 3 or 15.79% responded as neutral, 8 or
42.10% of them were agreed, and the remaining 6 or 31.58% of them were strongly agreed. This
implies that most of the employees agreed that training and positive motivation is important in
the office.

8. As indicated in the above table, from total respondents 2 or 10.53% of them were disagreed
people resist change that results in reduction of direct income, 1 or 5.53% were strongly
disagreed, 6 or 31.58% responded as neutral, 7 or 36.84% of them were agreed, and the
remaining 3 or 15.79% of them were strongly agreed. This implies that most employees agreed
that people resist change results in reduction of their direct income in the office.

9. As indicated in the above table, from total respondents 2 or 10.53% of them were disagreed, 3
or 15.79% were strongly disagreed, 2or 10.53% responded as neutral, 6 or 31.58% of them were
agreed, and the remaining 6 or 31.58%of them were strongly agreed there should be concusses
between employees about the new change before implementation. This implies that most
employees agreed that there should be enough information and confirmation about the new
change.

10. As observed from the above table, from total respondents 2 or 10.53% of them were
disagreed resistance would diminish as more new staff members were recruited, 3 or 15.79%
were strongly disagreed, 2 or 10.53% responded as neutral, 11 or 57.89% of them were agreed,
and the remaining 1 or 5.26% of them were strongly agreed. This implies that most of the time
resistance would diminish as more new staff members were recruited in the office.

4.4 Type of strategy the organization experienced to implement new change.

Table 4Type of strategy that the organization experienced to implement new change

Item Number of respondents Percentage (%)

What type of strategy your organization
experienced to implement new change?
Directive 5 26.32%
Bargained 1 5.26%
Hearts and minds 0 0%
Analytical 1 5.26%
Action-based 11 57.90%
Other strategies 1 5.26%
 Total 19 100%
Source: own survey 2022

As indicated from above table 4, the respondents of 5(26.32%) said directive as the type of
strategy experienced to implement new change in Addis Ababa Gullele sub-city wereda 03 trade
office, 1(5.26%) said bargained and 0(0%) said as hearts and minds and 1(5.26%) also responded
as analytical, 11(57.89%) responded as action-based, and 1(5.26%) said other strategies as the
types of strategies in Addis Ababa Gullele sub-city wereda 03 trade office experienced to
implement new change. This implies that the majority of employees responded action-based as
the strategy experienced in the office.

On the other hand, according to the interview results regarding to leadership style the
organization have experienced democratic leadership style practiced in the organization.

According to the executive head’s response the methods like this makes the employees sense of
organizational ownership and full participation in all aspects of the company, initiates them too
actively and honestly engage in activities the organization to achieve organizational objectives.

4.5 Problems of change management

Table 5 Problems related to change management in the organization

Item Number of respondents Percentage (%)

What are the problems of change management in
your organization?
No discussion about the change before applying it 6 31.58%
Dissatisfaction of Employees 13 68.42%
Total 19 100%
Source: own survey 2022

From table 5, one can observe that 6(31.58%) of respondents answered that the problem of
change management in this organization is no discussion about the change before applying it,
and 13(68.42%)responded as the problem of change management in this organization is
dissatisfaction of employees. This implies that the major problem of change management in the
office is dissatisfaction of employees.
4.6 Involved bodies in planning and designing of change management in the organization.

4.7 Approaches used by the managers in the organization

Table 6 Approaches of the manager used for fast and quick change in the organization

Item Number of respondents Percentage (%)

What approaches the manager use for fast and
quick change in your organization?

Top down approach 11 57.89%

Bottom up approach 5 26.32%
Expert approach 3 15.79%
Indeterminate 0 0%
Total 19 100%
Source: own survey 2022

As indicated from table 6, the respondents of 11(57.89%) responded top down approach,
5(26.32%) answered bottom up approach and 3(15.79%) of the respondents gave their answers
expert approach, and none 0(0%) of the respondents said indeterminate. So, most respondents
(57.89%) responded as the trade office uses top down approach for fast and quick change. based
on the interview results, the office executive head said: - the organization uses the top down
approach which is that when the organization wants to apply new changes, first the change
comes from the wereda administration office to public office, and then to human resource office,
the human resource office also downs it into the office executives for implement, lastly the
executives of the office implement the change as down from the above. So, according to the
response of the office executive head, the organization uses top down approach to apply new
change.

In another way, the technique used by manager’s to minimize employee resistance of change
what explored by interview is that, the office executive head said: - when the organization wants
to apply a new change, first complaint hearing committee is organized to listen the employees
complaint, and then an individual or a group who have a complain towards the new change has
the right to apply the case to be seen again and the reason of his/her or the group complain, then
the committee makes a discussion on the complaint and then gives appropriate answer to the
individual or group applying the complaint to the committee. And also there is another
discussion platform to employees called one to five (1 to 5) group discussion about the new
change being applied in the organization in order to give suggestions and/or ideas what they have
on the new change.

According to the above responses, Addis Ababa gullele sub-city wereda 03 trade office has
practiced a discussion problem solving mechanism and employees have a chance to say what
they want to say what is going on in the organization.

4.8 Employees experience of resistance in the organization

Table 7 Employees experience of resistance in the organization

Item Number of respondents Percentage (%)

Have you been resist change in your organization?

Yes 15 78.95%
No 4 21.05%
Total 19 100%
Source: own survey 2022

As shown in table 7, 15 (78.95%) of employee’s respondents said they have been resist change in
their organization and 4 (21.05%) of the respondents responded as they have not been resist
change in their organization. As the result shows from the analysis of table 3.9, that majority of
respondents have been resist change in Addis Ababa Gullele sub-city wereda 03 trade office.

4.9 Basic reasons of employees’ resistance to change in the organization

Table 8 Reasons of employees’ resistance to change in the organization

Item Number of respondents Percentage (%)

Why you resist change?

Fear of the unknown 5 33.34%

Loss of job security 2 13.33%
 Misunderstanding about change 4 26.67%
Office Politics 2 13.33%
Unknown reason 2 13.33%
Total 15 100%
Source: own survey 2022

As indicated from the above table 8, about the reasons of employees to resist organizational
change is that 5(33.34%) of respondents said fear of the unknown, 2(13.33%) responded loss of
job security, 4(26.67%) answered misunderstanding about change, 2(13.33%) of them all
responded office politics, and the rest 2(13.33%) responded unknown reason from the reasons of
employees resistance to organizational change. This implies that the majority of employees
responded fear of the unknown as the reason of employee resistance towards organizational
change in the office.

Table 9 Reasons of employees resist intended improvements of the organization

Item Number of respondents Percentage (%)

Why should employees resist intended
improvements of the organization?

Stress and career disturbance 4 21.05%

Psychological predispositions 2 10.53%
Fear of dismissal and replacement 10 52.63%
Emotion and personality 3 15.79%
Other reasons 0 0%
Total 19 100%
Source: own survey 2022

As indicated from the above table 9, the basic reasons that, why employees resist intended
improvements of the organization, is that 4(21.05%) of respondents said stress and career
disturbance, 2(10.53%) responded psychological predispositions, 10(52.63%) answered fear of
dismissal and replacement, 3(15.79%) of employees also responded emotion and personality, and
none of the employees 0(0%) responded other reasons. As we observed from the above analysis
it implies that the majority of employees responded fear of dismissal and replacement as the
basic reason of employee resistance to intended improvements of organization in the Addis
Ababa gullele sub-city wereda 03 trade office.
According to the interview result from the employee of the organization about the reasons of
resistance is that;

The employee said: - mostly resistance comes from employees’ side. Because they think that
organizational change will disturb their usual and adapted activities, fear of reduction of their
income, and it may also displace them from their position, and other reasons are accountable for
the resistance in the office. And also he said, employee resist change due to articulated afraid of
the adverse effect that new change will have directly with their life earning from their jobs. Not
stemmed from their irrational stability proneness rather from what they will face as the change is
implemented.

And the manifestation of the resistance in the organization is that, lately coming to workplace,
some are tries to create rumors between employees about new change not to accept it, delaying
work from the time to be completed etc.
 CHAPTER FIVE
5 MAJOR FINDINGS, CONCLUSION AND RECOMMENDATION
In the past chapters the researcher had been tried to analyze and interpret the questionnaires that
were collected and by interview from the respondents of the Addis Ababa Gullele sub-city
wereda 03 trade office employees. In this chapter also the major findings and recommendations
will be discussed as follows.

5.1 MAJOR FINDINGS

General information gathered on employees towards change and change resistance in

their organization
 Regarding to employee resistance of organizational change due to loss of job, fear of the
unknown, mistrust etc. 42.10% of the employees have agreed.

 According to respondents 57.89% of them have agreed individual habits as substantial

obstruction on the way of organizational change.

 According to the survey, 57.89% of respondents said that manager’s handling mechanism
of change has a great impact on employees accepting or refusing it.

 Regarding to the association of change with the loss of one's control, one's routines, one's
traditions and one's relationships as among the main motives for resisting change,
57.89% of employees have agreed.

 From the respondents, 68.42% of them have strongly agreed for the importance of clear,
transparent and honest communication, regarding the need for change and its impact as
essential to the success of the initiative and easy to implement organizational change.
  42.10% of respondents responded as training and positive motivation of employees
before applying organizational change is very important factor.

 Among respondents more than half which is 68.42% replied that dissatisfaction of
employees is the problem of change management in the organization.

 According to responses given above57.90% of respondents’ responded action-based

strategy as the type of strategy the organization is experienced to implement new change.

 Regarding to the employees’ experience of resistance in the organization is that 78.95%

of them have agreed.

 According to respondents’ answer given above the basic reasons of employees’

resistance to change in the organization is that the majority of 26.67% them said
misunderstanding of employees about change, 33.34% of them said fear of the unknown,
and the rest 13.33% of the employees also said loss of job security, office politics, and
unknown reasons are among the basic reasons for employees’ resistance in the
organization.

 Regarding to the question of why should employees resist intended improvements of the
organization? from all 52.63% of employees said fear of dismissal and replacement,
21.05% said stress and career disturbance,15.79% of them said emotion and personality,
10.53% said psychological predispositions, are from the reasons that employees resist
intended improvements of the organization.

5.2 CONCLUSION
This study deals with exploring the reasons why people resist organizational change in the case
of Addis Ababa gullele sub-city wereda 03 trade office. Based on the major findings above the
following conclusions have drowned.
According to the researcher’s findings, most of employees of Addis Ababa Gullele sub-city
wereda 03 trade office resist organizational change due to fear of dismissal and replacement and
fear of the unknown.
 According to the responses in table 3, most of the respondents agreed that employee
resist organizational change due to loss of job, fear of the unknown, and mistrust on the
new change.

 According to the collected data, most of the employees agreed that individual habits as
the substantial obstruction on the way of organizational change. It implies that not only
the system the individual habit is also the reason of resistance in the organization.

 From the responses of most employees, it is possible to conclude that clear, transparent
and honest communication of employees regarding to the need for change is very
important to implement organizational change.

 Regarding to the collected data, dissatisfaction of employees is the major problem of

change management in the organization.

 According to figure 3, planning and designing of change management in the

organization is performed by top management of the organization. It is possible to
conclude that middle management, lower level management and employees have less
engagement/participation on planning and designing of change management in the
organization.

 It is possible to conclude that the management of organization uses top down approach
for fast and quick change in the organization. It means that the employees don’t know
how, but it is just directly laid down on them to accept and implement it.

 According to the interview responses, it is possible to conclude that the organization has
the modern way to minimize resistance comes from employees, that there is a committee
organized to listen the complain of employees who has/have based on the new change
and then it is possible to solve the problem with the new planed change.

 Finally, from the response of the employees, the researcher concluded that the employees
are the potential resistors of the organization when new change is important to implement
if they think that it will have an adverse effect on their usual and routine activities. And
employees fear of the unknown, fear of dismissal and replacement from their position,
misunderstanding about change and lack of clear, transparent and honest communication
 of employees regarding to the need for new change are the major reasons of people’s
resistance towards organizational change.

5.3 RECOMMENDATION
Based on the conclusion above the researcher provided the following recommendations.

As observed from the Addis Ababa Gullele sub-city wereda 03 trade office is that the resistance
of people towards the new organizational change has a great impact on organizational success.
So it is recommended that: -

 The organization should pay a due attention for employees before change is applied in the
organization, because the organization will not be successful without them. Since
achievement of the organization goals laid down on employee’s active performance, it
has to discuss, negotiate, and understand the feelings of employees about the need for
change, because training and upgrading them is needed in order to perform the new
working environment accordingly.
 It is advisable to the organization to give positive motivations and incentives to
employees when change is implemented in order to initiate them to act with the new
coming working conditions. And also employees have to get something new benefit with
the coming system. Because as observed from the above findings, people resist
organization change due to their perception with the reduction of their direct income and
fear of demotion from what they are earning in the existed system.

 The organization should offer payment that is fair enough in line with their performance.

 There should be clear, transparent and honest communication between the management
and the employees before new change is implemented in the organization. Because it
helps the management to understand the attitude and perception of employees towards the
new planed change and is simple to manage accordingly.
 REFFRENCE
(Abdulaha, Resistance organizational 7th edition to.2007),

(Andrei Serban and Cristina lor, 2016), Employee Resistance to Organizational change through

Managerial Reengineering..

Abdulaha. (2007). Resistance to organization change 7th edition, derlingkindersly, Ida al, B. e.

(1996).

Ansoff, H. I., Declerck, R. P., & Hayes, R. L. (1990). From strategic planning to strategic

management. In Strategische Unternehmungsplanung/Strategische

Unternehmungsführung (pp. 110-147). Physica, Heidelberg.

Armstrong, M. (2006). A handbook of human resource management practice. Kogan Page

Publishers.
Bell, F. G., & Lindsay, P. (1999). The petrographic and geomechanical properties of some

sandstones from the Newspaper Member of the Natal Group near Durban, South Africa.

Engineering Geology, 53(1), 57-81.

Blau, P. M., & Scott, W. R. (2003). Formal organizations: A comparative approach. Stanford

University Press.

Bose, E. N., & Ndegwa, P. (2019). Strategic Leadership and Organizational Performance of

Directorate of Criminal Investigations in Nairobi County, Kenya. International Journal

of Current Aspects, 3(V), 166-185.

Bowditch, B. (1989). Bowman’s D. (n.d). Information checklist.

Bringselius, L.D. (2001). Lund Institute of Economic Research. Resistance to change, ISSN

1103-3010.

Carver, C. S., & Baird, E. (1998). The American dream revisited: Is it what you want or why you

want it that matters. Psychological science, 9(4), 289-292.

Champy III, H. D. (1995). The meaning of the Book of Job: A literary approach. New Orleans

Baptist Theological Seminary.

Chiaburu, (2003), institutional influence on change in Romanion Educational organizations; 3rd

edition, Evaluative and discursive response, south east Europe review.

Clark, P. U., Dyke, A. S., Shakun, J. D., Carlson, A. E., Clark, J., Wohlfarth, B., ... & McCabe,

A. M. (2009). The last glacial maximum. science, 325(5941), 710-714. Craine. (2007),
, French, C &. (1 Freeman, H. E., & Rossi, P. H. (1984). Furthering the applied side of

sociology. American Sociological Review, 571-580.948).

, Gersick, C. J. (1991). Revolutionary change theories: A multilevel exploration of the

punctuated equilibrium paradigm. Academy of management review, 16(1), 10-36

Gilley, J., & Maycunich, A. (2000). Beyond the learning organization: creating a culture of

Continuous growth and development through state-of-the-art human resource practicies.

Basic Books (AZ).

. Glavas, A., & Piderit, S. K. (2009). How does doing good matter? Effects of corporate

citizenship on employees. Journal of Corporate Citizenship, (36), 51-70.

Glück, J., & Baltes, P. B. (2006). Using the concept of wisdom to enhance the expression of

wisdom knowledge: not the philosopher's dream but differential effects of developmental

preparedness. Psychology and Aging, 21(4), 679.

Goleman, D., Boyatzis, R. E., & McKee, A. (2002). The new leaders: Transforming the art of

leadership into the science of results.

Goodson, J. R., McGee, G. W., & Cashman, J. F. (1989). Situational leadership theory: A test of

leadership prescriptions. Group & Organization Studies, 14(4), 446-461.

Haveman, H. A. (1993). Organizational size and change: Diversification in the savings and loan

industry after deregulation. Administrative science quarterly, 20-50.

Jasper, J. (2004). A strategic approach to collective action: Looking for agency in social-

movement choices. Mobilization: An International Quarterly, 9(1), 1-16.

Juran, J., Taylor, F., Shewhart, W., Deming, E., Crosby, P., Ishikawa, K.,& Goldratt, E. (2005).

Quality control. Joseph M. Juran: Critical Evaluations in Business and Management,

1.50

, Kuhn, T. S. (1970). Criticism and the growth of knowledge: Volume 4: Proceedings of the

International Colloquium in the Philosophy of Science, London, 1965 (Vol. 4).

Cambridge university press.

Khandwalla, P. N. (1981). Properties of competing organizations. Handbook of organizational

design, 1, 409-432.

Larson Jr, J. R., & Christensen, C. (1993). Groups as problem‐solving units: Toward a new

meaning of social cognition. British Journal of Social Psychology, 32(1), 5-30.

Lawrence, C. A. (2003). Fundamentals of spun yarn technology. Crc Press.

Leana, C. R., & Barry, B. (2000). Stability and change as simultaneous experiences in

organizational life. Academy of Management Review, 25(4), 753-759

McGuire, W. J. (1989). The structure of individual attitudes and attitude systems. Attitude

structure and function, 37-69.

Merron, K. (1993). Let's bury the term" resistance. Organization Development Journal.

,. Miles, J. A., & Ezzell, J. R. (1980). The weighted average cost of capital, perfect capital

markets, and project life: a clarification. Journal of financial and quantitative analysis,

15(3), 719-730.
Olaosebikan, T. W., & Akilo, A. (2020). Dynamics of Change Resistance Management Within

the Nigerian University Structure. Available at SSRN 3750098.

Personality, context, and resistance to organizational change. European journal of work and

organizational psychology, 15(1), 73-101.00).

Pogrebin, M. R., & Poole, E. D. (1995). Emotion management: A study of police response to

tragic events.

Schein, E. H. (1999). Sense and nonsense about culture and climate.

Strebel, P. (1996). Why do employees resist change. Harvard business review, 74(3), 86.

Tushman, K. A., & Keck, S. L. (1993). Environmental and organizational context and executive

team structure. Academy of Management Journal, 1314-1344.

Waddell, D., & Sohal, A. S. (1998). Resistance: a constructive tool for change management.

Management decision, 36(8), 543-548.

Yasai-Ardekani, M. (1986). Structural adaptations to environments. Academy of Management

Review, 11(1), 9-21.

 APPENDIX

ADDIS ABABA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

Department of Management

Questionnaire

Dear respondents, these questionnaires are prepared for the partial fulfillment of the
requirements for BA degree in management. The purpose of this questionnaire is to get relevant
information on the assessment of Why People Resist Organizational Change in Gullele Sub-City
wereda 03 Trade Office.
Your kind and honest responses are very much important for the success of this study. Hence, the
researcher cordially requests you to give the required information. Thus, you are expected to be
confidential and genuinely requested to fill this questionnaire honestly according to your
experience and interest.
Guidelines
 No need to write your name.
 Respond to the question based on your knowledge and experience.
 Put or × mark for your choice in the box provided.

General information about the respondent

1. Sex: Male Female
2. Age: 20-30 31-40 41-50 above 50
3. Level of education: diploma degree Masters above

4. Year of service in the organization: 0 to 5 6 to 10 11 to 20

21 to 30 above 30

Part – one In this part from questions 1 to 10 you need to put  or × mark in the space
provided parallel with numbers 1-5 which are corresponding to Disagree, Strongly
disagree, Neutral, Agree, and Strongly agree respectively.
 Alternatives Strongly Strongly
Disagree disagree Neutral Agree agree
(1) (2) (3) (4) (5)
Questions
1 There is participation and
involvement of Employees when
change is implemented.
2 Employee resist organizational
change due to loss of job, fear of the
unknown, mistrust etc.
3 Individual habits may become
substantial obstruction on the way of
organizational change.
4 Manager’s handling mechanism of
change has a great impact on
employees accepting or refusing it.
5 The association of change with the
loss of one's control, one's routines,
one's traditions and one's
relationships is often mentioned
among the main motives for resisting
change.
6 Clear, transparent and honest
communication, regarding the need
for change and its impact is essential
to the success of the initiative.
7 There should be training and positive
motivation of employees before
organizational change is applied.
8 People resist change that results in
reduction of direct income.
9 There should be concusses between
employees about the new change
before implementation.
10 Resistance would diminish as more
new staff members were recruited.

Part - two

Questions from 11 to 17 also filed by choosing the letter provided bellow.

11. What type of strategy your organization experienced to implement new change?
A. Directive B. Bargained C. Hearts and minds

D. Analytical E. Action-based F. Other strategies

12. What are the problems of change management in your organization?

A. No discussion about the change before applying it B. Dissatisfaction of Employees

13. Who involved in planning and designing to change management in your organization?

A. Top management B. Middle management

C. Lower management D. All levels of management and employees

14. What approaches the manager use for fast and quick change in your organization?

A. Top down approach B. Bottom up approach C. Expert approach D. Indeterminate

15. Have you been resist change in your organization?

A. Yes B. No

16. If your answer is yes for Q. No 15 above, why you resist it?

A. Fear of the unknown B. Loss of job security C. Misunderstanding about change

D. Office Politics E. Unknown reason

17. Why should employees resist intended improvements of the organization?

A. Stress and career disturbance B. Psychological predispositions

C. Fear of dismissal and replacement D. Emotion and personality E. Other reasons

Part-three
Interview Questions

For management bodies and employees of the organization

1. What leadership style is practiced in your organization?

Have you been used scientific styles listed below?

Autocratic leadership style, Democratic leadership style, Strategic leadership style,

transformational leadership style, Team leadership style, Cross-cultural leadership style,
Facilitative leadership style, Laissez-faire leadership style, and other leadership styles

2. What type of approaches do you use to apply new changes in the organization?

3. Which technique do you apply to minimize employee resistance of change?

4. Is there any resistance to change on employees’ side or other management side in your
organization?

If there is a resistance, what do think the reason to resist the change?

5. Does the resistance stem from the irrational stability proneness of the employees?

THANK YOU FOR COOPERATION!