As Nese Saruhan points out, the perception of employees towards organizational changes mainly depends on the mode of communication used to communicate the change. She suggests that if such a move is expressed clearly, the employees are bound to respond positively to the change since they develop a positive attitude towards the change effort as they perceive it will result in things like an optimal amount of task variety, better working conditions, a new promotion structure, and such positive results (Saruhan, 2014). In contrast, negative responses out of poor communication structures affect the implementation of corporate changes negatively. This negative response usually referred to as resistance, hinders the implementation of change.
Some of the significant consequences of poor communication about performance and corporate change are that employees become hesitant to work with the new management. By giving the new administration a hard time, it becomes difficult for them to implement the new perceived departmental or managerial changes. The other adverse effect is that the employees argue and reject their manager's opinions and inputs. Such employees would perceive the new systems to be manipulative and controlling. And in refusing this ‘bondage,' they tend to act out and oppose all the opinions of the new management. The other consequence would be increased complaints and grievances. Since they feel manipulated and oppressed by this new system, employees will tend to file more complaints and grievances related to performance issues. The last consequence, in this case, would be the fact that the employees fail to keep their manager up-to-date and shun talking to their manager (Bordia, Hobman, Jones, Gallois, & Callan, 2004). If and when this happens, it hinders the communication and interactions, which then translates into strained operation communications.
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References
Bordia, P., Hobman, E., Jones, E., Gallois, C., & Callan, V. J. (2004). Uncertainty during organizational change: Types, consequences, and management strategies. Journal of business and psychology , 18 (4), 507-532.
Saruhan, N. (2014). The Role of Corporate Communication and Perception of Justice during Organizational Change Process. Business & Economics Research Journal , 5 (4).
