engleski

The role of Material and Non-Material Rewards in Reducing Barriers To Change Acceptance

As change is becoming norm in organizational life, leaders have come to realize that effective Change management is an absolute imperative in delivering the value to various stakeholders. While some change initiatives reported success in achieving expected results, a great many conducted to date have failed to meet previously agreed expectations. In order to plan and implement organizational change as effectively and efficiently as possible, managers must be aware of the fact that change initiatives are in most cases accompanied with resistance. Since organizational changes are usually introduced as an alteration of structure, technology and culture, the fear of unknown is somewhat inevitable, and basically immanent to all or at least to majority of people in the organization. However, obstacles can be avoided through careful planning, specifically in the sense of different strategies of motivating employees to accept the change. The overall results of change programs can in larger part depend on the strategy of motivation chosen to facilitate the change Process. For that reason, in this paper we conducted a research via questionnaires in order to investigate different material an non- material rewards that young highly-educated Croatian employees perceive as more or less important in accepting the change initiatives, that is, in managing change processes in their firms. Moreover, it has been examined how often firms in Croatia are conducting various types of organizational changes and whether employees have a say in the organizational changes undertaken. Results have shown that, as an element of the work place material rewards are very important to employees, but when change takes place most of them are more motivated by non-material rewards. We found as well that most of the employees consider that they are not involved enough in the change implementation process and would like to be more involved and more often acknowledged by their superiors.

change management ; resistance to change ; material and non-material rewards

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