The HR manager stated each employee has different personal characteristics

The hr manager stated each employee has different

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The HR manager stated: each employee has different personal characteristics, different professional characteristics and different strategies for coping with changes. The operations manager expressed the characteristics that can make a difference are: (1) active methods for dealing with change. Points out two possible coping strategies: active and avoidance coping. The f rst group sees opportunities in change, makes action plans and shares concerns to mitigate the stress. In contrast, the second group tries to avoid confrontation with the new status quo. It is characterized by forgetting everything related to change until it becomes effective. (2) Tolerance for ambiguity. Employees with high ambiguity tolerance perceive ambiguous situations as desirable.
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31 Managing Human Resources Resistance to Organizational Change 336 At the other extreme, people with low ambiguity tolerance interpret ambiguous situations as threats. Employees with high ambiguity tolerance will be less resistant to change. (3) Selfef f cacy. It refers to employees believe in their capability to achieve the expected results. Employees who have high levels of self-ef f cacy adapt better to changes than those who have low levels. And, (4) a f exible character. Flexible people are those who can tolerate words like probably or maybe . They do not need everything to be exactly in the right place and they are willing to make changes even after decisions are made. In his study, we cannot say that the more f exible employees are, the less they are likely to resist change. This feature moderately affects the generation of resistances. Some employees have positive emotions of excitement. But the training and development manager stressed: in almost all signi f cant changes, negative feelings appear, therefore some valuable employees have some positive feelings, such as enthusiasm with the possibility of a better future, the release of the old problems and the expectations of personal development. Retaining valued employees is critical to achieving the expected results, but in practice, many companies fail to do it. Top achieve this objective the communication and marketing leader stated the following: this involves assessing the characteristics and capabilities of employees and placing them in the most appropriate position. In order to produce a sustainable competitive advantage, the company must retain employees who have better skills and capabilities than their competitors. P3: Ef f cient company retention policies can reduce HR resistance to organizational change. 31.4.4 Training Training plays a key role in the change process. In times of change, those who are open to learning will take over the future, while those who f nd themselves beautifully equipped will deal with a world that no longer exists [ 25 ]. Employees may resist change for reasons related to training such as low con f dence about their skills or lack of knowledge on how to deal with change. Therefore, it is important for organizations
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