The organization changed is induced by both internal and external factors. The environments influence organizations they perform in and in return impact these environments. The management is left with the higher burden of ensuring that the organization is at par with the environmental changes. Employees form a critical part of the internal business environment. The actions of employees implicate the organization in various ways. Positive employees impact positive changes in the organization and vice versa. Additionally, cynicism is an excellent aspect of organizational growth. A company that constantly changes must encounter pessimism and doubt from its stakeholders. How an organization perceives and manages cynicism is the determinant of actual growth. Optimistic employees and the management’s response to cynicism directly impact the rate of positive organizational change.
Executive Summary
Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors. The Journal of Applied Behavioral Science , 44 (1), 48-70. doi:10.1177/0021886307311470
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Subject matter
The article discusses the impact of positive employees on the positive organizational change. Pessimism in employees is undoubtedly one of the most significant obstacles to organizational change. Avey, Wernsing, & Luthans (2008) explain that “In particular, resistance manifested through dysfunctional employee attitudes (e.g., disengagement or cynicism and behaviors (e.g., deviance) can be devastating to effective organizational change.” Although much focus has been placed on such discussions, managers should concentrate on the implications of having positive employees within the organization. Organizational change is relevant to managers from the implementation point of view and the employees from the acceptance and engagement angle (Avey, Wernsing, & Luthans, 2008). Therefore, managers should understand that employees need to have the efficacy to commit to changes made within the organization and also the flexibility to adapt to changes and bounce back from drawbacks that occur during implementation of changes.
Positive organizational change refers to any changes that are purposed to do more good than harm to the organization taking into consideration the psychological resources, performance, and conducts of employees (Avey, Wernsing, & Luthans, 2008). Any changes made by the management should be considerate to the plight of workers and not impose detrimental effects. Therefore, the management is mandated to engage in motivational practices that will encourage employees during difficult organizational changes. It is prudent to fathom that many individuals prefer a place of comfort to changes that would disrupt their normalcy. Thus, the management is required to take an active role in preparing and equipping its employees with the mental motivation to accept and commit to changes.
Methods of analysis
The article uses a qualitative method of analysis where the authors derive relevant information from other studies conducted on the same topic. Additionally, the authors conducted a study that comprised of a heterogeneous sample of 132 working individuals from a broad base of organizations in the U.S.A (Avey, Wernsing, & Luthans, 2008). The willing participants were provided with a link to an online page where they read the terms of the agreement of the research and submitted their email accounts. The age of the participants ranged from 18 to 65 years while a majority were middle-aged individuals. Dependent and independent variables were separated by time to reduce any chances of prejudice in the results. After one week, the employees were expected to log into their accounts and complete their dependent variables.
Key findings
After the completion of the research, it was concluded that employees’ positive emotions would be positively related to their emotional engagement and negatively related to their cynicism (Avey, Wernsing, & Luthans, 2008). The variables used to arrive at the hypothesis were age, gender, tenure, job level, and education. Also, the study found that positive emotions accounted for significant incremental variance in each model and were positively related to citizenship behaviors and negatively related to workplace deviance behaviors (Avey, Wernsing, & Luthans, 2008).
Conclusions
In conclusion, the employees’ positive psychological capital and positive emotions are crucial in addressing the negative and dysfunctional cynicism encountered during the essential processes of organizational changes. Also, employees behavior and attitude were influenced by the rate of engagement in the proposed changes.
Reichers, A. E., Wanous, J. P., & Austin, J. T. (1997). Understanding and managing cynicism about organizational change. Academy of Management Perspectives , 11 (1), 48-59. doi:10.5465/ame.1997.9707100659
Subject matter
The article elaborates on the pertinent issue of cynicism in organizational development. Cynicism about specific changes in the organization often involves doubt and loss of faith in the performance of other employees and the management of the organization. Often cynicism is due to a history of past failures in initiating specific changes in the organization. If an organization has a history of failed attempts at change, then it is only logical that the workers would be skeptical about new implementations. Cynicism arises despite the changes being advantageous to the stakeholders of the organization. Rchers, Wanous, & Austin (1997) argue that “The resulting cynicism about organizational change is distinct from skepticism. Skeptics doubt the likelihood of success but are still reasonably hopeful that positive change will occur.” Therefore, the management should discern between normal skepticism and cynicism on changes.
Method of analysis
The study uses empirical data to determine the hypothesis that the rate of cynicism varied with the type of employee. The research was conducted for over a period of three years at a parts manufacturing plant that was employing approximately two thousand management and union workers. The project involved interviews and the administration of surveys. Individuals were paid to stay after work and participate in the survey while those who did not want to take part were allowed to go home early after work.
Key findings
Cynicism on organizational changes was found high among hourly employees than amongst managers, mainly because managers are more engaged and informed on upcoming events in the organization. The individuals that were more likely to portray cynicism were those who lacked any meaningful opportunity in decision making within the organization. Findings elaborated that people are more likely to cynical about changes they are unaware of or lack the capacity to participate actively.
Conclusion
Managers are less likely to display cynicism due to their active engagement in decision making and prospect changes in the organization. Over the hour employees often portray cynicism due to their lack of understanding for the basis of change. Employees need to be involved by the organization in the process of decision making. When employees participate in the implementation of changes, they feel as part and parcel of the organization body. This provides them with the sense of control and hence optimism.
Conclusion and Recommendations
In conclusion, cynicism in employees stems from the act of the management excluding other members of the organization from the vital role of decision making. Organizational changes should integrate the employees in the critical process of development. Individuals portray a lack of trust for initiatives that they lack sufficient knowledge. To managers, it is prudent to include the employees in essential change processes within the organization. Additionally, engaging the employees in development changes increases a positive attitude and psychological capital which is vital for successful changes.
To minimize cynicism in the organization, the management should also enhance the effectiveness of timing. This implies that employees need to be informed on the performance of the previously enacted changes before any new suggestions are made. By doing so, the management will be able to prevent skeptical questions from being asked which will bring about cynicism. Also, the management is advised to maintain a minimum number of surprises as people who are caught unaware by changes often feel cynical towards the suggested changes. Thus, employees’ positive attitude may be used to counter the detrimental effects of cynicism hence consequently promoting changes.
References
Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors. The Journal of Applied Behavioral Science , 44 (1), 48-70. doi:10.1177/0021886307311470
Reichers, A. E., Wanous, J. P., & Austin, J. T. (1997). Understanding and managing cynicism about organizational change. Academy of Management Perspectives , 11 (1), 48-59. doi:10.5465/ame.1997.9707100659
