Resistance to Organisational Change: A Case Study of Oti Yeboah Complex Limited

Rosemond Boohene, Asamoah Appiah Williams

Abstract


Resistance to organisational change is seen as one of the impediments to organisational expansion and growth due to its negative repercussions. This study therefore sought to investigate the factors that influence resistance to organisational change at Oti-Yeboah Complex Limited. Descriptive survey design was adopted to collect information using stratified sampling and self-administered questionnaires. Descriptive statistics, bi-variate correlation, regression analysis and t-test were used to analyse the data. The results indicated that less employee participation in decision making and lack of trust in management contributed highly to resistance at Oti-Yeboah Complex Limited. In addition, factors such as lack of motivation, poor channels of communication, and information exchange also contributed to resistance. The study suggests that management should encourage employee participation in decision making, build confidence, accept constructive criticism, be transparent and communicate clearly the need for change to employees.
Key words: Resistance; Change; Oti Yeboah Complex

Keywords


Resistance; Change; Oti Yeboah Complex

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DOI: http://dx.doi.org/10.3968/j.ibm.1923842820120401.1040

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