Employees’ Resistance towards organizational change

The current business environment is extremely unstable and is evolving at a very high pace, making market players adapt and change rapidly and nearly continuously. Therefore the topic of organizational change and its challenges becomes crucial. The subject of this thesis is organizational change and employees’ resistance to it. Among the questions raised are the circumstances under which change occurs, the purposes of change and it’s variations, the entire transformation process and what should be considered in order to achieve a successful result, the consequences of change implementation as well as mechanics of employee resistance, its possible reasons and solutions to mitigate the resistance. The main methodology to be used in this thesis is a theoretical descriptive survey on data from management theories in order to provide an accurate representation of employees’ resistance phenomena towards organizational change and answer research questions on theoretical level. The study revealed that planned organizational change is a long-term process often associated with large investments and exposed to high risk. In order to be successful in this process owners of the business need to consider their human resources and work with employees’ capabilities, motivation, loyalty and commitment levels as well as with their willingness to learn