Organizational change resistance: A review of employees’ reactions in Rabigh Refinery in Saudi Arabia

• Main Authors: Al Oufi, Ghazi H., Abdul Majid, Abdul Halim, Johari, Husna
• Format: Conference or Workshop Item
• Language: English
• Published: 2008
• Subjects: HD28 Management. Industrial Management
• Online Access: http://repo.uum.edu.my/2581/1/Pages_from_NHRM_proceedings_2008_160708-3_01.pdf; http://repo.uum.edu.my/2581/

Generally, organization experiences stress and difficulties in dealing with change. However, introducing and coping with change is inevitable in today’s global competition. Any organizational change may encounter many difficulties and challenges, especially when the change is actually executed. One of the challenges is due to employees’ resistance. Some of the resistance are logical and supported with rational reasons, but in some other cases the change is turndown with irrational justifications. This present paper provides review on employees’ reactions toward organizational changes. A special focus was made to highlight two types of reactions, which are: (1) passive and (2) active resistance. This paper also highlights prominent reasons why the employees resist and recommends steps to be taken to minimize negative effects while undertaking any organizational change process.