Kharkova M.
Shashkina A.
Аннотация
В статье приводятся результаты исследования влияния стажа работы в компании и возраста сотрудников российских компаний на их отношение к переменам в организации. По результатам исследования респонденты классифицированы в зависимости от изучаемых факторов по характерным типам сопротивления изменениям в соответствии с классификацией Хеллера. На основе полученной информации разработаны рекомендации для менеджеров по снижению сопротивления организационным переменам.
Ключевые слова
Сопротивление изменениям, факторы сопротивления переменам, классификация Хеллера, управление персоналом.
After studying the theory of staff resistance to internal changes in the organization and methods of overcoming them, we chose the Stuart Heller`s classification of the negative attitude to the changes [1]. Questionnaire by the employee of the Russian companies is executed in Internet [2]. He divides the causes of the position to the changes into three types: rational, emotional and personal.
We have taken two factors: age and work experience of the employee in the company. During the research, we have interviewed 67 employees of Russian companies by our questionnaire. Based on the analysis results, we have identified the type of each employee by classification of S. Heller.
Table 1. The factor «Work experience of employees»
| Work experience | Personal type | Rational type | Emotional type | Total |
| Less than 1 year | 20,0% | 71,4% | 8,6% | 100% |
| 1 to 3 years | 7,7% | 84,6% | 7,7% | 100% |
| 3 to 7 years | 12,5% | 50,0% | 37,5% | 100% |
| More than 7 years | 27,3% | 27,3% | 36,4% | 100% |
From the first table conclusion is that employees whose length of service in the organization less than a year in 71.4% of the cases are common to the rational type of approach to changes. They are workers who do not consider the changes needful and do not believe in their efficiency. To motivate them, it is necessary to explain in detail the plan of action and describe what would happen if the changes have not yet started. 20% of respondents are a personal type of negative attitude. Such employees have a fear of a job loss. For them the best way is to focus on the improvement of the future prospects. Employees with work experience of 1 to 3 years in 84.6% of cases are a rational type. 7.7% of respondents – personal and emotional types. Work experience from 3 to 7 years: 50% of cases – it's employees with a rational type of negative attitude, 12.5 - personal type, 37.5% – emotional type. Employees who have worked in the organization for more than 7 years, 36.7% of the cases relate to emotional type of negative attitude to changes. These people are characterized by lack of involvement, apathy to the initiatives. It is better to show to these workers why the old ways do not work anymore and promise to include them in the process.
Table 2. The factor «Age of employees»
| Age of workers | Personal type | Rational type | Emotional type | Total |
| To 25 years old | 7,7% | 88,5% | 3,8% | 100% |
| From 25 to 35 years | 10,5% | 68,4% | 21,1% | 100% |
| From 35 to 50 years | 26,7% | 40,0% | 33,3% | 100% |
| From 50 years old | 57,1% | 28,6% | 14,3% | 100% |
The next factor is the age of the employees. Based on the results we can see that the young generation is characterized by the reaction of a rational type (88.5%). Negativity of the employees is based on a misunderstanding of the ideas of management and details of their plans. The leader must identify the current situation and existing problems and explain in details. 7.7% of employees to 25 years are personal type, emotional type – 3.8%. Classification for employees aged between 25 and 35 years have less of a clear difference. Rational type includes 68.4% of employees, 10.5% – personal type, 21.1% – emotional type. Among respondents of 35-50 years old, 40% react the changes by principle of rationality, 26.7% – personal. The emotional type is 33.3%. They show a negative reaction to the changes because of passivity and distrust to any innovation. The complete sincerity and openness are the best basis of managing them. Most of the respondents older than 50 years of age (57.1%) apply to personal type. They are more concerned about personal future, dislike interference from management. To direct such a team it is optimal to present changes as positive and inspiring plans for each worker. 28.6% is the rational, 14.3% – the emotional.
We have provided general advices to managers on the basis of the collected statistics and analysis in the event of the introduction of internal changes in the organization based on factors «Work experience» and «Age of the employees».
References
1. Блинов А.О. Управление изменениями: Учебник для бакалавров / Блинов А.О., Угрюмова Н.В..- М.: Издательско-торговая корпорация «Дашков и Ко», 2014.- 304 с.
2. Ivanova E.A., Suchkova M.V. Study of the Resistance to Changes Among Employees of Trading Company on the Example of LLC «Adidas Group»/ International Scientific Conference «Scientific Discoveries» Czech Republic, Karlovy Vary – Moscow, Russia, 28-29 January 2016. – p.128-133.
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