Behavior

ntroduction to Organizational

exiermal
environinent which organizations
in which
of the Change is inevitable
Thc dynamic
ncccssitates a
nature

proactivc approaclh lo
depends
change.
adaptability.
on tncirpreparcd for it.)Or
It beco
he business
Snece Worl
operate.
of organizations
The sunvival

them to bc able
to
dcal of planning
be
predict clhangc and bclorc implcmentation
perforpie
anizational
Pcop re chvange
programs require a
greal
of working or
lo icarn a
new method of
cluctan
to change their style bccomes impcrative lor managcrssks
them opposc change. I thus to counter
change-rclated arOgra sSorganizations
prograis
in

the forccs that nec

the resistanc
comprchensive 1he
discuss

change and thefercnt

we will
this chapter. different annrate chuange i
cmployecs. In
organizations, cmployec
resistance to
approaches l0 managine
organizational changc.
inplics change a
in
the employces manner
r of working
Organizational change <load of
increase the worklo;

behavior. The change may

somctimes
Under severe stress
stre SS,
loyces drastical
and put undue pressute
on them, lcading
turn
1o
aflects
and this in
stress.
Ice of the
performance
organizaticrformanc of
on. Hencc, in
employces
declines
the variOus causes of job stress and
we will also discuss
this chapter,
manage il.

FORCES OF CHANGE
L. and Robert E
In the context
Cook, Phillip Hunsaker
of business, Curtis
W.
the present state to thtley
define change as "the coping
process of movingfrom
organizauons undertake in response to d
state that individuals, groups and general, indicates any act of ma
in
intemal and external factors. "(Change, competition is increasing in huC
something different.) Given
the rate at which business,
that change is necessary not only to compete, but to sinrvive
organizations have leant
in the business. There are many factors
that propel change in organizations, The
These
under people, technol0gy, information processing
factors may be broadly categorized
and communication, and
competition.

People
Increase in globalization has
widened the diversity of workforce. Organizations have to
accommodate people coming from various cultural backgrounds. Theyofdiffer in their
of rewards and methods conducting
attitude towards work, expectations
have found it necessary to change their human
interpersonal relations. Organizations workforce. Managers tend to be
resource policies in order to
attract and retain a diverse
subordinates due to racial, regional, age and
prejudiced against their colleagues and have to overcome their prejudices
gender diferences. This is called stereotyping. They
to accommodate multicultural workforce.

The expectationsofcustomers from organizations

have also increased. They want high
customized
products at reasonable prices. They want prompt delivery of
quality level of customer service and support
products at their doorsteps. They expect a high
They want organizations to be ethical, and socially responsible.
work relationships, customer relationships and 0
The organizational structure, increasing and changug
are undergoing drastic changes to keep pace with
definitions
demands of the customers. Therefore, organizations are also investing I e
tO
to upgrade their skills so as to help them adapt u
training their employees
changes.

Technology were

Advancements in technology are reshaping jobs and industries. Many Joosnct0

performed manually are now being computerized. This has enabled orgaler The
manulacture and deliver products in a fraction of the time it took them can

374
 Organizational Change

transmission of voice, data and vidco over

of technology that facilitates the
are
industries that
reduced the gap between industrics. Thus,
enle transport nclwork has are beginning to converge now. For example,
the
a S1nsidered distinct previously,
to form the
Wemmunications and enlerlainment industries are converging now
industry. Morcover, many companies in the IT industry are oflering
Cedia
mulervices. These developments have brought organizations to a situation where
the
meed
theyneedto
consider not only the firms in their industry but also the firms in
1o
Jated industries, before formulating their strategies.
r e l a t e

Lalogical developments are taking place at such a fast pace today that yesterday's
comes obsolete by tomorrow. Organizations that fail to kcep up with the
T e c h n o l

chnology becon

Tilllose their customers to competitors. Thcy have to establish and maintain

pacnefwOorks
rong networks
through which information from various sources can be received
sed and distributed to all the units of organizations. This calls for a
quickly, processed

andbehavioral change in employcs.

structural
majo
ajor
and Communication
Processing
hobrmation
ian
atca of information processing and communication too have witnessed rapid
ancemeats. Every new generation ofcomputers are designed to bring an additional
creASe in processing power. Data transmission is done by satellite systems. Now,
nlc can even carry their telephones, portable computers and pocket-size tclevisions
along with them.

Atime may come when people don't have to necessarily work from offices. They can
work from their place of convenience on computers and communicate through new
data transmission devices. Virtual organizations are becoming a reality bringing in new
challenges for organizations. They may find it difficult to foster organizational
commitment, loyalty and tcam spirit among employees working from remote places
without any direct interaction with each other.

Competition

Though competition is not new to organizations, its nature and intensity has changed
over years. A fall in the costs of transport and communication, coupled with an
increase of orientation to exports have made markets global. Increased emphasis on
global markets widens the scope of the company, but brings in new competition as
well. Politico-economic developments and trade agreements like NAFTA (North
American Free Trade Agreement) and WTO (World Trade Organization) have also
changed the cconomic relationship between the countries of the world. With the
dcveloping countries gettingconcessions and support through international multilateral
agreements, they are fast emerging as a force to reckon with. Companies in developed
countries now have to face competition not only from other industrialized and
developed countries, but also from developing ones. This has increased the scope and
intensity of competition. Organizations have to continuously look for new ways to
produce newer, cheaper and higher quality products than their competitors to succeed
in intenational markets. It becomes even more demanding in the context of
Competition from developing countries, as they have an edge over other developed
countries in terms of cheap labor and abundant natural esources.
Companies
Nokia, ABB and Daimler Benz had already fallen victim to competitive change and
like

had to undertake a large scale change process to cope with

Organizations that are not willing to initiate or adopt change willglobal
find itcompetition.
difficult to
survive in the long run.
Apart from the above factors, changes in economic, social and political conditions
could also stimulate change in organizations. Organizations have
IS inevitable and that it has been the only constant element in realized that change
few decades. organizations for the last

375
 dl specialists are

PROCESSS
employees and so can
C H A N G E

implement
i7ational
nizational chang
nce whichchange is a

stagescomplex
in whic
sequence in
these
must takeprocess which
Problem recognition involves various
place is listed below:
, ldentifying the causes stages. The
Implementing the change
Generating motivation for change
.Managingthe transition state
Supporting the change
.Evaluatingthe change
Each of these stages is discussed
in detail
below.
Problem Recognition

In
problem recognition stage,
the
organization.
the The data the management
in

problems in the organization, gathering processes acknowledges

in the
that problem a
exists
which
management aware that problem exists. affect its organization highlight the
disputes, employee grievances,
a
productivity and thus make the
Employee
profits are some examples of high cost of production, turnover,role absenteeism, union
problems that affect the
addition to these obviously visible conflicts, and declining
of problems in the signs, there may alsoproductivity
exist
of
organizations. In
organization.
arguments and tensions among
These some subtle
manifest themselves in the indications
form of frequent
commitment. organizational members and low level of a

Gap analysis can help

between the current state and organization
an
identify
the desired state of problems by highlighting the gap
the
organization.
ldentifying the Causes of Problems
In this stage, management must find out the root
problem recognition stage. For cause of the
example, if declining problems identified in the
major problem facing the
organization, it could be
profitability is identified as the
in
employee productivity, increase in the production attributed to reasons such as decline
of scrap in the
stages, reduction in orders from customers, etc. The root manufacturing
could be cause of all these factors
demotivated employees. The
demotivate employees. These factors management
has to then identify the factors that
can be identified
employees. by holding discussions with

377
ntroduction to Organizational Behavior

A represcntative of managemenl should visit all the denart.

rlments
to find out thcir concerns and
in tthe organtzation
talk to cmployccs and try
to cmployecs to obtain blems. The managcmem
may also distributc qucstionnaires and obtain prccise
information abont cmployec problcms gricvances nd stnuctw
Qucstionnaires can bc very
cllcctive tools for locating the

are designed by traince

Ises of ora dured
problems provided thcy
their identity will not be revcaled and. hal
should be assurcd that
taken against them for any negative
policics. Such an
remarkS made by them repa
assurance iIS nccessary to
obtain
no
Employee
ing theiracion will
be
honestsupcriopionric or
organizational
of the organization.

Implementing the Change

Atcr holding discussions with employces and analyzing the feedhact
will be able to identify the
oack gatheredt
questionnaires, the management
organizational problems. The management must then designa chana yng Caugh
the situation and solve the problems.
to participate in the change
In order to convince cmployees Drocas
of the outcomes of the plan and ss, managem
should have a clear vision
would
agents beneft
in the long-term. External change
organization and its employecs Can be h the
as well as implement an effective c
by the management to design time to understand the plan, Th
change agents should be given enough nese
organization
environment, its operations, and its strengths and weakness to be able t ts
implement a change plan successfiully. The change agents have to identit develop and
who will play a key role in implementing change. Change agents should employees
the required changes, such as changes in organization structure, iob nronG then nitiate
relationships, communication system, employee behavior and so on.
A change plan can succeed only
1. if the employees are motivated enough to participate voluntarily in
in the
the .change
process
ii. if all the concens of various employee groups are addressed and there
no
resistance tochange efforts
ii. if reinforcement of the change continues even after the change process hac
formally ended

Generating Motivation for Change

Most change programs fail because they do not involve employees in the change
process. In othér words, the success of change programs depends on the management's
ability to motivate employees to participate in the change process. David A. Nadler
proposed three strategies to motivate employees to embrace change:
Management should constantly make employees realize the shortcomings in the
existing system so that the resulting dissatisfaction will makethem welcomethe
A changeinitiatives in the organizat+on The management shoutd ensure thatthe
change program does not worsen the situation or fall short of the employes
expectations.
Employees should be given a role to play in the change process. Participalinn
promoles a sense of ownership among the employeestowards the change pro
and encourages them to contribute to its success.

Employees whosuccessfiully adopt the desired behavior slhouldberewardey

C is an effective way of encouraging employees to welcome change.

378
 urganizational Change,"
If an
organization
series of short-termplans
to
implement a long-term change program, it should
performance goals and reward emploveeseach
goal. Rewards prevent the
set up a
time they achieve a
employees from reverting back to their past behavior.
379
 Introduction to Organizational Behavior

Managing the Transition State

the status quo of an organization Eo
For example,
The change process disturbs
organization adopts an informal culture, job profiles and rep
change, and the old niles and proccdiires are
no nortEmploye
licable.
longer applicable ing relalihenonship
the transitionfromthe existing system
in a state of confusion during o
the n be
ncw roles arc, what sskills arc requi
They not know what
their
may whom they should report to, what the new performance« toired new System
criteriaperform
new roles,
on.
are their
change program, management should estimate
estimate
mountits impac
When designing a
roles of employccs al all levcls of the organization and the am
cmployees would roquire work succeSsfully in their new rotrainina tha
to

communicatc these changes

to cmployces and prepare them for thei. They sho
doubts and anxicties of cmployees regardine thW roles
will clear up the
them to participate wholcheartedly inthe uture
re in the
organization and cncourage
Since change has to bc implemented throughout the organization, One process
transition manager) should be placed
in charge of the entire
chang person (eg, :
coordinate the change efforts of various departments and units within the process
Supporting the Change
To implement change successfully, management must obtain the
su
cooperation of various employee groups. "This can be achieved through neortand
obtain the support of employee grone0n, co
optation and compromise. Failure to ay result
in strong resistance to the change program.
Some of the influential employees in an organization should be assigned the t
implementing change. Such employees have the power to influence and educate
employees about the bencfits of change and mot1vate them to accept the chanee T
they play a key role in facilitating the process of change in the organization. Thus,

Evaluating the Change

After its implementation, the changes must be evaluated to check whether the new
system has been able to solve the problems identified in the old system and whether the
desired future state has been attained. If the new system fails to solve the problems, or
discrepancies are found between the new system and expected state, something has
clearly gone wrong with the change process. In such a case, all the stages of the change
process from the problem diagnosis to the evaluation stage, must be repeated once
again/ Since repeating the entire process drains the resources of the organization,
management must try to identify problems at the early stages of the process. This can
be done by obtaining fecdback from employees at the end of each stage and taking the
required corrective action immediately.
Sometimes, the change process may solve the existing problems, but also create new
problems. Management must act quickly to address these problems to enable
organizations to benefit from the change process.

RESISTANCE TO CHANGE
Resistance to change goes hand-in-hand with change activities. Extensive researcn
the field of individual and organization behavior has proved that change etors
often met with resistance. Resistance may come from individuals or from the cunu
and structural elements of the organization. Although resistance to change has O

380
 cc cd as

l call fordysluasnclweu,
iona, Forrescarchers are Organizational Change
iivc clfects
has positiv
a
Icad to a
lhorough discussion on examplc, now
bcginning to rcalize that
ovcrlookcd carlicr, analysisThis will oT the the reasonscmployces
fro d Aifcrent angle will give theISuc issuc and.
and for
throw resistance.resistanc to ccrlainresistance
that bctore light The
maagcrs nnanagement
cment. Therelore, are right indecision is anotlher chancc
a on
important discussion canchange
then
to points that were
faYO Qutcomes.ncCs and Noverthcless.
taken
resistance incantroducisomctimes
ng change, Similarly. consider the issue
if
ampers the they will employces
/Th is n0
slandard fornm
unjustificd
progress of the resistance bcttcr lcad to co-operate with the
are

Rcsistance
RCs may be in
which organization. lcads to decisions and
and hcdiatc explicil resistancc
(overt), implicit can be dysfunct io nal
initia is rathe resistance that
ther casicr to occurs after (covert), otbscrvcd in the
ployccs
when cmployccs
policy Onenly and
are not manage the immcdiatc
salislicd with implicit implementation of deferred.
than or organization.
Explicit
»ach and resolveimmcdiatcly.
or
a
new decferrcd resistance.certain change
a

apPatmplicated. he The
When conllict. Dealing
organization
management policy, they mayFor example,
inkling of may
the
may be xpressed resislance of 1ts
resistance is not with implicit then adopt criticize the a

quality and quan

in the
form of actions by
open, the or

managementdeferred resistanceconciliatory
is much
antity of work, ranpant employccs. The does not even
organizatior lose
cislancc can be their etc.
Employccs absentecism,
fcclings of loyalty andmay ccase to increascresistance is subtle have
in crrors, and
dangerous
sitiative and keep resistance too. Employees fecl themsclvcs
initi decline
identify themselves with the in
he demotivatcd. Dcferred
noint.organization, the bottled up. As may not react
Evcntually, resistarnce keeps
the
management immediately
cimployces may accumulating and finallymakes further changes
to
change
a
it1ation. the management
si
react reaches the in
should lead may find it violently to minor
change. Insaturation
to such violent a
effectively. difficult
resistance and so to understand why such a
may fail a small change
Therefore, management should to deal with
resistance
change initiatives. never
initial stages Though a underestimate the
change may seem to havepossibility
in the case of
intense form later. So, it is
of
implicit and deferred caused no resistance
resistance
to its
in the
communication channels
essential on the resistance,
part of the
it may take
on a more
fecdback through which it can management to establish formal
change initiatives.)
on
to maintain its
credibility.
The
management encourage
should also employeesto to give their
respond this
Organizations can face resistance from various feedback
beclassified into individual and sources. The sources
organizational sources (shown of resistance
in Figure
21.1).
can
Individual Source of Resistance
The needs, perceptions and
personalities
resistance to change. Individuals of people form the basis for individual
may resist change because of the following reasons:
Habit
Human beings tend to
develop habits. A
every day. Instead of considering all the person may need to make several decisions
depends on habits for most of his possible alternatives for each decision, he
called responses. These habit-based responses are also
programmed responses. When change is implemented, it
to forgo or may require employees
change some of their habits. This is often met with resistance because
changing onc's habits is a painful taskFor
example, an employee may be habituated to
busy life style in the city. It is very natural for him to resist, if he is transferred to a
branch located in some rural area.

381
 Behav
hange
to CH
Re
R es
siis
stta
ance
Organizational
Sources
f
of
ntroduction
to

Organizational Resistange
21.1:

Figure

Stnuctural inertia
Individunl Resiatance

Limited focus ofchane

Habit

Groupinertia
Security

Economic factors
Threat to cxpertise

unknown Thrcat to cstablishcd

Fear
ofthe power relationships
Selective information

Threat to cstablished
p r o c e s s i n g

resource allocations

Resistance to Change

andresist any change that threatens

Security their security ntroduces new soph
concerned
about
when a
company
intr isticated
are
generally
For
instance,
manual labor, its employees wil fel
People
and security. to replace efforts
their safety that are likely automation

cquipment company's
or resist the
machincry and
insecured
about their jobs
Economic factors decrease their income or sourcecof
is likely to redesionin
changeif it restructuring and job ning,
would resist undertakes
Emplovees
if an
organization
of fear that it will decrea
rease
example, resist it out
carnings. For piece-rate wages) may
are paid
workers (who remuneration.
their
productivity
and afect
their

unknown
Fear of the and the insecuni
They fear the unknown
with uncertainty. ofa
People associate
change to adapt to the requirements
anxious about their ability
are manual systems, many people
resulting from it. They when computers replaced
For example, the fear of not being
able to
new system.
computers for
attitude towards
developed a negative
computer skils.
acquire the necessary
Selective information processing and
them
and the world around
Individuals form their perceptions about people
own informauon thal
do not like to receive any
like to stick to these perceptions. They selectively to
individuals process information
contradicts their perceptions. Therefore, information hat they
hear only the
make it compatible with their perceptions. They world. For example
to and rest that contradicts their perceptual
ignore the
want listen to their colleagues who tell them about
the negauve
employees may
consequences of automation but ignore what managers say about the beneins
ieu
automation is a threat to
computerization. This means, employees perceive that
jobs and thercfore accept only the information that supports their perceptio.

382
 Organizational Change

S o c i a l T a c t o r s

resist change when thcy anticipatc that the change might affect thcir status
P e o p l e

iely adverscly. In the context of organization, when some jobs are redesigned,
in theid employccs imay devclop a scnse of insccurity regarding their position in
and conscqucn
and conscquently resist the cffort.
organiZalion

the

t i o n a lR e s i s t a n c e
anizanonalR e

additior
ion 1o individual resistance, there are organizational resistancc too.
In otional resistance can best scen in public scctor undertakings in India. The
orgadevelopment may call for a change in their scrvices, yct they prefcer to retain
cuTecture and traditional practiccs. Employces strongly resist if any attempt is
their structure

bout a change in such organizations. Thereforc, change agents need a

ring abo
madc
to
icnce and perseverance to initiate
deal of patien
cat change in these organizations. Not
only commcrcial organizations, even educational institutions, whose purpose is to
lean new things and
courage people tto
challenge established practices, resist
In
change. In most of the institutions, the framework of syllabus and teaching methods
same for many years.
remain the
So the significant sources of organizational resistance are discussed bclow.

Structural inertia

Oreanizations always attempt to maintain a steady and balanced state that is conducive
mnlovees. They have inbuilt mechanis1ms to achieve that state of equilibrium. For
example, if a good number of employees and managers leave the company for various
cons. the work load on the remaining employees and managers will increase. There
reasor

will be chaos and confusion among employees due to lack of direction and disturbance
the state of balance in the department. To fill the vacancies, the human resources
department initiates a recruitment process and selects new employees. But the new and
old émployees may find it difficult to work together because of differences in their
cultural backgrounds and work behavior. Training and other socialization techniques
are used to administer the required job skills and shape the behavior of the new
incumbents in the desired way. In this way, the organization gains back its stability.
But, when a change program is initiated in the organization, the structural inertia
created by these inbuilt mechanisms offer strong resistance.

Limited focus of change

An organization consists of many sub-systems that are interrelated and interdependent.
Due to the interdependency of subsystems, change in one subsystem will affect other
systems as well. Therefore, one cannot introduce change in a subsystem without
considering its impact on the rest of the system.

Group inertia
Sometimes, group norms may prevent an individual from adopting change. For
example, an individual employee may favor a proposal of change from the
management, he may not accept it until the union (of which he is a member) approves
it.

Threat to expertise
The expertise of specialized groups may be threatened by changes in organizational
patterms. For example, a general manager may prefer to make crucial decisions himself
rather than delegating them to his subordinates due to the fear that decentralizing the
process of decision-making would threaten his expertise.

383
 Introduction to Organizational Behavior

Threat to cstablished power

relationships
redistribution of decision
When an organization initiatcs a
removing the additional layers in the hicrarchy and implementing p making auhonty, b
becausc, such a change
resisted by middle level
making, it is usually takcs away the power and
nanae narSUpcticirpvalisoivrse. dTheciissionis
whichrvisore
authority whie
they
burcaucratic systcm. enjoyed in the
allocations
Threat to established resource

An individual (or a group) who cotrols a significant amount

organization would generally

consider any change as a threat. I
fcar that change will bring an adverse impact on the patterm of resour
esources in
eCause
will put him at a disadvantage. Source allocatiofon atnhed
oVERCOMING RESISTANCE TO CHANGE
ents to
The following measures can be used by change agents to deal with deal witn
resistance to change: employees
Educating employees and improving communication with theme em: Employes
generally resist change. The root cause of resistance is often
often
communication. Therefore, organizations should maintain a constas a lack of
with employees. Management should educate employees regar
change and the benefits that can be expecled from it bothh to
nteraction
to the
the
well as the employees. Managers should communicate the facts to organizatio
attempt to clear any doubts and misunderstandings they might-haveemplo
Te and
impact of change. This will improve relations between emploveee
management, enhance trust and confidence between them and help the
overcome resistance from employees. management
Encouraging employee participation: Before implementing thechangc program
the management may invite representatives of employees to particioate
decision making process. When employees participate in decision making. thev uail
extend their cooperation to implement change in the organization. This
will redhre
their resistance and increase commitment.
Facilitation and support: Change agents may allay fears and anxieties
among
employees by counseling them and offering them training in new skills that the
change program might entail. If anxiety is very high in the employee, he may be
allowed to go on paid leave for a short period so that he may have suticient time
to
cope with the change.
Negotiation: Sometimes, resistance may be offered by powerful individuals or
groups who have the potential to nullify the effect of the change program. In such a

A case, change agents may negotiate with them and offer them an attractive package
in exchange for their cooperation. But the change agents have to ensure that the
other parties do not begin to resist change
only to avail themselves of benefits
Manipulation and cooptation: Sometimes, change agents may deliberalely
communicate incorrect or false information to
employees to sop them from
resisting change. For example, employees may be informed that those who fail to
lcarn to work on a new equipment within a specified period will be laid ofi. Ins
may in fact be completely false and may only be a ploy of the
Subdue the resistance offered by employees to the change program. in cooplauot
manageme
eaders among the employees resisting change are offered a key role to play
change decision and change implementation program. This is only to 001a
endorsement of the trouble makers among the
employees and not because
opinion is valued. However, by opting for the tactics of manipulauo

ada
384
 Organizational Change
ooptation, the change leader is
mployces co
come to know that putting his credibility at stakc
they have becn bocausc if the
completcly losc faith in him. deccived by him, they will
In this
Cocrcion:
cmployecs resistance
technique,
to
the
management may attempt to reduce the
change by using threats or force.
ange may be
accept chan threatencd with a transfer Employees who fail to
entives
Incen However, this techniquc should be avoideddemotcd
or or
deprived of some
ions
orsens relation betwecen the as
management and employccs. far as
possible because it
"S THREE-STEP
MODEL
WIN

The mod proposc by Kurt Lewin (the

anizations should
gests that organi use
founder of modern
three stepslto introduce social psychology),
nfrecze, movement t0 a new state and refreeze
(Rcfer Figure permanent change
21.2).
Figure 21.2: Lewin's Three Step Model

Resistance to Resistance to
change change

Change
P2

Pl

Forces for
Forces foor
change change
rime
Source: www.in.edu.hk/mgt/staffirobin/People/ChangeSlides.ppt

Unfreeze: In this
step, employees are educaled about the external and
that make change imperative. Sometimes, people are content with theinternal factors
environment, organizational rules and procedures and therefore are existing work
change. Such people or groups should be told about the unwilling to
benefits that change can bring
so that their level of satisfaction increases and level
of satisfaction with existing
condition decreases. This will motivate
new benefits
employees to welcome change to
enjoy the
Movement to change: After the resisting employees are convinced or prepared for
change, the actual change process begins. This involves doing away with old
and adopting new methods. For practices
example, as part of the change program, advanced
equipments are installed, production process or layout are changed, or job duties are
redefined. This stage involves implementing the
change.
Refreeze: After change has been implemented, it has to be assimilated into the
organizational processes. The third step iuvolves reinforcing change so that the
organization does not revert to old state of things. For example, if the change process
nvolved acquiring new skills, the new skills and behaviors have to be
made a
permanent part of the organization. To achieve this, employees are asked to
demonstrate their new skills before they return to their jobs. They may also be asked to
do role
play and show how they would apply their new skills at the workplace.
385
 their old mcthods wh
cthodswhen
preferto use
of new hey
However, m o s t employces
and constant orcement
reinforcement new work returm to the
workplace.
T h e r e f o r c . repetition

sustain change.
chniques is
c s s e n t i a l to