Resistance as a factor affecting organisational change

The case of the University of Cyprus

Panayiota Charalambous

Subject Area: OB, ER & HRM

Supervisor: Dr Deborah Price

Submitted: 1 March 2013

Dissertation submitted to the University of Leicester in partial fulfilment of the requirements of the degree

of Master of Business Administration

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 TABLE OF CONTENTS

Acknowledgements.. 4
Executive Summary. 5
Chapter 1: Introduction
1.1 Organisational Background ............................................................................. 6
1.2 Organisational Change . 7
1.3 Resistance to Organisational Change ............................................................. 7
1.4 Research Aim, Objectives and Methodology .................................................... 8
1.5 Dissertation Structure ...................................................................................... 9
Chapter 2: Literature Review
2.1 Organisational Change ..................................................................................... 10
2.1.1 Definition of Organisational Change..................................................... 10
2.1.2 Reasons for Organisational Change ................................................... 11
2.2 Change Management Models .......................................................................... 11
2.2.1 Emergent Model of Change ................................................................. 11
2.2.2 Planned Model of Change ................................................................... 12
2.3 Types of Organisational Change Process ........................................................ 14
2.4 Employees Readiness to Change .................................................................... 15
2.5 Organisational Culture Change ........................................................................ 16
2.6 Resistance to Organisational Change .............................................................. 17
2.6.1 Definition of Resistance to Organisational Change ............................. 17
2.7 Reasons for Resisting Organisational Change ................................................. 18
2.8 Effects of Resistance to Organisational Change .............................................. 19
2.9 Overcoming Resistance to Organisational Change ......................................... 21
2.10 Conclusion ....................................................................................................... 22
Chapter 3: Data and Methods
3.1 Research Purpose ........................................................................................... 23
3.2 Research Approach ......................................................................................... 23
3.3 Research Strategy ........................................................................................... 24
3.4 Data Collection ................................................................................................. 24
3.4.1 The Qualitative Method ....................................................................... 25
3.4.2 Population .. 25
3.4.3 Data Analysis . 26
3.4.4 The Quantitative Method ..................................................................... 26
3.4.5 Population ............................................................................................ 27
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 3.4.6 The Questionnaire ............................................................................... 27
3.4.7 Pilot Test ............................................................................................. 28
3.4.8 Sampling ............................................................................................. 28
3.4.9 Data Analysis ...................................................................................... 29
3.5 Reliability and Validity ...................................................................................... 29
3.6 Secondary data ................................................................................................ 30
3.7 Ethical Issues ................................................................................................... 31
Chapter 4: Results, Data Analysis and Discussion
4.1 Data Analysis of Interviews ... 32
4.1.1 Usefulness of Change . 33
4.1.2 Bureaucratic System / Culture ... 33
4.1.3 Readiness / Acceptance . 33
4.1.4 Information / Communication / Involvement 34
4.1.5 Reasons of Resistance / Impact of Resistance / Prevention of
Resistance.. 35
4.1.6 Qualitative Analysis Conclusion . 36
4.2 Data Analysis of Questionnaires .. 36
4.2.1 Descriptive statistics of research questions ..................................... 38
4.2.2 Data Analysis ................................................................................ 44
4.2.3 Quantitative Analysis Conclusion .................................................... 46
4.3 Discussion of Findings .. 46
4.3.1 Conclusion 49
Chapter 5: Conclusion
5.1 General Discussion of Findings........................................................................ 50
5.2 Recommendations for Future Research .......................................................... 52
5.3 Limitations of the Research............................................................................... 52
5.4 Reflections ....................................................................................................... 53

References ................................................................................................................................ 54

Appendices:
Appendix A Memo to General Director 60
Appendix B Participant Information Sheet (Managers). 61
Appendix C Interviews Questions 62
Appendix D Questionnaire 63
Appendix E Participant Information Sheet (Employees) .. 65
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 Appendix F Demographics ... 67
Appendix G SPSS Analysis .. 70
Appendix H Dissertation Proposal 86

Figures and Tables:

Figure 1: Kurt Lewins Force-field analysis............................................................... 13
Figure 2: Readiness Model ................................................................ 16
Figure 3: Gender chart ............................................................... 37
Figure 4: Years of service chart .................................................. 37
Figure 5: Type of position chart .................................................. 37
Figure 6: Cross comparison between Q.B2.4 and gender ...................................... 39
Figure 7: Cross comparison between Q.B2.4 and type of position ......................... 39
Figure 8: Cross comparison between Q.B2.8 and type of position ......................... 39
Figure 9: Cross comparison between Q.B2.10 and gender .................................... 40
Figure 10: Cross comparison between Q.B2.10 and type of position ....................... 40
Figure 11: Cross comparison between Q.B3.1 and years of service......................... 41

Table 1: Mean scores of questions ................................................................. 42

Table 2: Mean scores of sections ................................................................... 44
Table 3: Correlations of sections ................................................................ 45
Table 4: Paired sample of t-test of sections ........................................................... 45

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 ACKNOWLEDGEMENTS

During my journey to Ithaca which was none other than the accomplishment of my Masters
degree, lots of people offered me their valuable support.

First off all, I would like to express my sincere gratitude to my supervisor Dr Deborah Price, who
has supported and guided me throughout my dissertation. Moreover, I would like to thank her
for being so patient and helpful.

I would also like to thank the Director of Administration and Finance, Mr Andreas Christofides
who gave me the authority to conduct the research among the administrative staff of the
University of Cyprus, the Human Resource Service Manager, Mr Glafkos Christou, the
Technical Services Manager, Mr Agis Elisseos and the Research and International Relations
Service Manager, Mr Gregoris Makrides, who gladly granted me with interviews for the
researchs needs. Additionally I would like to thank my colleagues for their massive response in
the research. Furthermore, many thanks to Anna Zembyla, my Senior Officer, who supported
and encouraged me during this difficult task period.

To my friend Andry Christoforou who was always there for me, supporting and encouraging me
throughout this dissertation.

I would like to thank my family, especially my blessed mother Androulla who was always not
only encouraging me, but was also looking after the children while I was working on the
dissertation, and my husband Xanthos who was always next to me despite my querulous ways,
encouraging and supporting me throughout the period of my Masters degree. Finally, I dedicate
this work to my three wonderful boys who are my inspiration, Loucas, Kyriacos and Ioannis.

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 Executive Summary

The objective of this dissertation is to explore whether resistance affected the organisational
change process in the University of Cyprus (from now on UCY). The research was conducted
based on the following questions: (i) what impact does resistance have on organisational
change? (ii) what causes resistance to organisational change?, (iii) what impact does resistance
have on the process of organisational change? (iv) what impact does resistance have on the
effectiveness of organisational change?

The theoretical framework was based on various authors past research on the same issue,
contributing to comprehending and understanding resistance to organisational change and its
components better. The framework concentrates on models and types of organisational change
process, on the employees readiness for organisational change, on resistance to organisational
change, and its causes and impacts.

As with similar research, this study followed the mixed method in order to gather primary data,
while secondary data were gathered through a literature review. By conducting interviews, and
through the use of a 4 Likert-scale questionnaire, administrative employees were asked to
indicate whether resistance to organisational change in UCY exists, and also express their
opinions and beliefs on this matter.

The mixed method confirmed the existence of resistance within the administrative staff of UCY,
only when their duties, responsibilities and vested rights were affected. Moreover, the results
showed that employees trust in management is an issue which needs to be addressed and
then be improved. The primary data analysis was based on the thematic analysis of the
responses in the interviews and the SPSS 20 software was used to analyse the questionnaires
answers. The results of the two methods were combined in order to present the findings of this
research.

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 CHAPTER 1: INTRODUCTION

Resistance to organisational change has been an issue broadly discussed throughout recent
years. This paper looks at the impact of resistance to organisational change in UCY in the field
of Administrative Services.

1.1 Organisational Background

The University of Cyprus is the oldest and largest public university on the island of Cyprus and
plays a significant role in local society. It was established in 1989, and three years later, in
1992, it opened its doors to its first students. Today, twenty-three years later, the University of
Cyprus employs 303 academic staff (Professors, Associate Professors, Assistant Professors
and Lecturers - the academic assistant staff are not included), 474 administrative staff and
currently has around 7,000 undergraduate, graduate and postgraduate students. The aim of
UCY is to become a leading educational and research institution that will distinguish itself
internationally through the promotion of scholarship and that will be recognised as a centre of
excellence in the Mediterranean region (http://www.ucy.ac.cy/goto/mainportal/en-
US/VisionandMission.aspx, last accessed on 9th February 2013). Additionally, UCY is a public
corporate body and operates subject to the provision of its Law, Regulations, Rules and Internal
Guidelines. Moreover, UCY has achieved the European Foundation for Quality Management
(EFQM) Commitment to Excellence status.

Despite the fact that UCY is a semi-governmental organisation and bases its structure on the
bureaucratic system, it is also a contemporary organisation. Therefore, during its journey to the
Commitment to Excellence, the organisation had proceeded with various changes e.g. new
methods and projects, which mainly concentrated on its operational system in order to be more
productive and efficient. One of the changes that the organisation attempted to make was to
install an electronic program for conducting and circulating the correspondence internally and
externally. During this particular change process, an atmosphere of fear and imagined threat,
misunderstanding, lack of trust and alternative assessments about the program prevailed. As a
result, this particular attempt came up against employee resistance (who agreed that the
specific program was for the benefit of the administrative services) and finally suspended. This
incident led the researcher to decide on this challenging issue of resistance and identify to
what extent it influences organisational change, generally in UCY. Moreover, ever has never
been a subject of research within the organisation.

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1.2 Organisational Change

Heraclitus (535 BC - 475 BC), the Greek philosopher, whose words have been mentioned
thousands of times for different reasons, said that change, is the only constant thing in life;
nothing could be more correct. Change, however, varies and is analysed from different
perspectives, with regards to either individuals or organisations. However, organisational
change can influence individuals from their positions as employees. The rapidly evolving
worldwide developments and the new technological advancements changes have happened in
various aspects of numerous organisations. Organisational change can be the result of both
internal and external factors, which cause complex responses from the organisations
employees, namely active support or active resistance (Herscovitch and Meyer, 2002). Kurt
Lewin (1946), as one of the supporters of the planned change model, alleges that the change
process goes through different determinant stages which influence its progress. He summarises
these stages into three phases of the change process: first is the unfreezing stage in which the
change forces destabilise the status quo, second is movement in which fermentations of change
are applied, and third is the refreezing stage in which the applied changes are considered to be
the new status quo. Nevertheless, it is essential during the change process for employees to be
ready and willing to accept changes, since as Armenakis and Harris (2009) mention, employees
must believe in the necessity of these changes, otherwise they will be considered illegitimate,
useless, and will be driven to discard the changes and consequently resist any further changes.

1.3 Resistance to Organisational Change

Based on the literature findings, resistance to organisational change has been the object of
many authors and practitioners research. According to Dent and Goldberg (1999:34),
resistance to organisational change is the behaviour which is intended to protect an employee
from the negative effects of change while Lines (2004), claims that employees who are
negatively affected by the proposed organisational changes, are actively resisting because their
goals, needs and values are not clearly connected with each other. Moreover, Zander (1950)
supports the idea that ambiguity, regarding the nature of the change and the different
interpretations of it, drive employees to feel fear about the consequences which the particular
change might have for them, or they even feel threatened by it; thus, they resist (Caruth et al.,
1985).

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Despite the negative consequences that resistance to organisational change may have on both
the employees and the organisation e.g. instability, uncertainty, lack of trust, decreased
productivity, Waddell and Sohal (1998) allege that it has its positive side as well, through which
useful guidelines and indications can arise. With a number of other crucial issues which evolve
in the working environment, i.e. communication, information and involvement, it can produce
amazing and impressive results; likewise it can contribute to overcoming resistance to
organisational change (Kotter and Schlesinger, 1979). In support of this, Oreg (2006:94) claims
that the more information employees receive about the change, the less will they resist to it
while Kurt Lewin, whose pioneering work concentrated on organisational change, believes that
the key to resolving social conflict is to facilitate learning and so enable employees to
understand and restructure their perceptions of the world around them (cited in Burnes,
2004:981).

1.4 Research Aim, Objectives and Methodology

In the following chapters the researchers aim is to give answers to the research questions and
explore the possible impact that resistance may have on organisational changes in UCYs
administrative services and if so, the reasons that lead administrative employees to resistance.
Moreover, the research will attempt to define the consequences, if any, of the administrative
employees resistance to the organisational change process.

Specifically, the research was directed by the following questions:

(1) What impact does resistance have on organisational change?

(2) What causes resistance to organisational change?
(3) What impact does resistance have on the process of organisational change?
(4) What impact does resistance have on the effectiveness of organisational change?

The present research will use mixed method, qualitative and quantitative methods, for gathering
primary data, and then triangulation will be applied for cross-checking the empirical work results
of the two different research methods. Critical evaluation of the literature and previous research
will be used for gathering the secondary data. The main reason for following a mixed method
approach is because the researcher wanted to obtain thoughts, feelings, beliefs and reactions
from the sample of the Management Board and the administrative staff itself; and thus create a
general view of what actually happens and view the issue in its real dimensions.

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The concept of resistance to organisational change in UCY will be investigated based on
various factors e.g. organisational culture and structure (if and to what extent they influence the
change process and, as a result, cause resistance). Moreover, the research will attempt to
gather relevant information about the usefulness of changes in the organisation, in employees
duties and responsibilities, or whether employees trust the management that past and future
changes influenced or will influence positively or negatively their duties, responsibilities and
vested rights. Additionally, organisations communication strategies and the length to which
employees are informed regarding the forthcoming changes, as well as the extent they may
become involved in the change process will also be examined.

1.5 Dissertation Structure

The following chapters of the dissertation are structured as follows: chapter 2 is the Literature
Review which concentrates on previous research materials related to organisational change
and resistance to it. Chapter 3 examines the Data and Methods that refer to the research
methodology, the research approach and strategy, the methods followed for collecting primary
and secondary data and the methods followed for analysing primary data. Chapter 4 is the
Results, Analysis and Discussion that provide the results of both the thematic analysis which
was used for analysing qualitative primary data (interviews) and the SPSS 20 computer
software which was used for analysing quantitative primary data (questionnaires). The last
chapter is the Conclusions and Recommendations which presents the strengths and
weaknesses of the research, an evaluation of the research methods followed and the
recommendations regarding further research on resistance to organisational change in the
University of Cyprus.

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 CHAPTER 2: LITERATURE REVIEW

In this chapter past research on organisational change and resistance to change will be
presented. Specifically, the first part will refer to organisational change and the reasons leading
to it, the change management models, the types of organisational change, the organisational
change readiness and how changes are affected by/affect organisational culture. The second
part will refer to the resistance to organisational change, its causes, its impacts and how change
can be managed.

2.1 Organisational Change

According to Kotter and Schlesinger (1979: 106), there is nothing more difficult to carry out,
neither more doubtful of success, nor more dangerous to handle, than to initiate a new order of
things. For these reasons, nowadays, organisations concentrate on enhancing and increasing
their performance and effectiveness; thus, all aspects of organisational performance, e.g.
structures, systems, policies, work practices, modes of operation and performance outcomes,
are examined for the need for restructuring and change (Smith, 2011). Moreover, Harrington
(2005:107) argues that today, good is no longer good enough and in order to survive in todays
competitive environment, organisations needs to excel. In order to do so, however, an
organisation needs to focus on all parts of the organisation, hence optimise the use and
effectiveness of all of its resources.

2.1.1 Definition of Organisational Change

According to Pettigrew (1985), change concentrates on the combination of content, context,

process and interaction and should therefore be analysed on levels such as: change in the form
of content (what will change), in the form of process (how exactly will it change), in the form of
context (why does change need to be implemented) and finally, change in the form of
interaction: change factors may be correlated in a series of associated components (actions,
reactions and interactions). As a result, change lies in the ability and the knowhow of a
company to produce solutions (content) that respond to environmental evolution (external
context) and/or organisational evolution (internal context) and to implement such change
processes successfully within the organisation (process) in order to produce matching
outcomes (cited in Soparnot, 2011:643).

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 2.1.2 Reasons for Organisational Change

In this rapidly changing world, organisations have become more receptive to changes and
promote dynamic flexible attitudes in order to cope with the external environmental demands
which are currently directed by the economic conditions, governmental interventions, changes
in technology, political pressures and global competition in general (Kanter, 1991). In some
other cases, organisations are forced to change because they cannot afford to maintain the
existing operational environment, e.g. immediate loss of market share, job security and growing
threat of company survival (Costello, 1994).

Moreover, organisational change might also be the result of the desire to continually improve, or
even the response to either an existing, or an anticipated difficult situation, which is driving or
will eventually drive to pitfalls (Costello, 1994). Additionally, it can be the result of the
managements decision with regards to differentiating operational activities or tasks, such as
changes in procedures or policies, large-scale transformational change brought about by rapid
restructuring or even from the modification of services and products (Listead et al., 2004:424).

Managing change is a difficult task; thus, when organisations contemplate changing, or decide
to enforce change, they have the opportunity to do so, by following change management
models.

2.2 Change Management Models

Emergent and planned models are two well-known change management models which various
organisations follow based on to the challenges they face.

2.2.1 Emergent Model of Change

The emergent model is applied when the need for change is driven by the environment; hence
the control is outside the organisation (Wilson, 1992). Moreover, Dawson (1994) states that the
emergent model reconciles the organisations needs and the objectives of different functions,
while change management should be clearly based on the complication of the issues involved.
The author also agrees that the model emphasises that change is an open-ended and ongoing
process of adaptation to the change conditions and circumstances, since complex
environmental changes occur rapidly, and as a result, make it difficult for the organisation to
respond immediately (University of Leicester, 2008:297). The implementation of the emergent
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model relies on whether someone believes that all organisations operate in a dynamic and
unpredictable environment to which they continually have to adapt (Burnes, 1996:14). In this
belief, this model is suitable for all organisations, all situations and at all times. However, its
success depends on interpreting and understanding the complexity of the concerned issues and
on distinguishing the alternative options (ibid).

2.2.2 Planned Model of Change

According to Cummings and Huse (1989) the concept of the planned model suggests that an
organisation operates in different stages at different times, and that planned activities can
occur from one stage to the next (cited in Burnes, 1996:12). Moreover, the authors agree that
in order for the planned model to be understood, it is important to realise the reasons which
brought about change, and also evaluate the stages that an organisation should go through in
order to move from an unsatisfactory present stage to a more desirable future stage.

The fundamentals and principles of the planned model are included in Kurt Lewins work in
1947 and 1951. Lewins change model force field analysis (Figure 1), is amongst the most
well-known of diagnostic techniques for understanding the reasons behind each step of the
change process (Linstead et al, 2004:441). Specifically, Lewin supports that the way to settle
conflicts in organisations is by learning what enables employees to realise and revise their
beliefs about the world around them (Burnes, 2004:981). He also claims that equilibrium is
interrupted by an impermanent period of instability which drives to the desire for change, but in
order to successfully achieve change within an organisation, it must first understand the forces
and the constraints that support the status quo and also why people prefer to stay as they are
(ibid). Based on this philosophy, Lewin introduces three phases of change: unfreezing the
status quo, movement, and refreezing (Linstead et al., 2004). Unfreezing the status quo
basically refers to the weakening of the restraining forces which support organisational stability
(University of Leicester, Organisational Behaviour, 2008), and simultaneously the strengthening
of the driving forces which will convince employees about the usefulness of the desired change
(Armenakis et al., 1993). During movement, on the other hand, instability prevails over stability
(University of Leicester, Organisational Behaviour, 2008); thus, it is vital to encourage
employees engagement in the change process, teach them new behavioural methods,
enhance relationships, differentiate between reward approaches and promote new methods of
management (Armenakis et al., 1993). The final step is refreezing, by which a balance between
forces has been achieved (ibid); thus, the organisation stabilises in a new form of equilibrium.

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Generally, Lewins technique is used as a tool to specify where people and or conditions
encourage change, and where they resist such change (Cummings and Worley, 2005).

Desire
Desire state
State
Restraining Forces
Restraining Forces

Status quo
Status quo

Driving
Driving Forces
Forces

Time
Time

Figure 1. Kurt Lewins force-field analysis (adopted by Stephen Linstead and Alison Linstead,
2004:442)

Opinions on how pioneering Lewins work is differ. Cummings and Huse (1989) support that
Lewins model is applicable to most of the change situations, as it contains and combines key
aspects of other change models and it sufficiently separates the change process with the
change phases. On the other hand, Kanter et al. (1992) allege that Lewins model has been
characterised as simple, static, mechanistic and tenuous which cannot be applied because
organisational change is a continuous and open-ended process (Garvin,1993, cited in
Burnes,1996:13). Additionally, Dawson (1994) believes that Lewins model treats the change
process as a linear series of events (cited in Ford, 2009:304) which, according to Burnes
(1996), is unrealistic, because organisations do not operate in a stable environment; thus, it
cannot proceed from one steady stage to the next in a pre-planned manner. Additionally, he
claims that this model puts emphasis on small-scale change and it cannot be applied to rapidly
changing conditions, since it assumes that both sides can reach a common agreement based
on their willingness to apply change. By this assumption, it seems that it ignores the existence
of politics, conflicts and resistance (ibid). Moreover, Price, states that the model presents a
picture in one moment in time, it does not give details on why people resist change and what
measures should be followed (2009:280).

Based on the above, Burnes (1996) suggests that both aforementioned models have different
approaches for managing change, and that it would be better to consider them as approaches
which interpret the situational variables (contingencies) differently. The planned model is
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considered to be suitable for stable and predictable situations, while the emergent model deals
with rapidly changing and unpredictable situations. The change models are strongly related to
the types of change, since the organisation has to specify the type of change process which will
eventually follow, how revolutionary, and to what extent changes will be formalised, since
employees will probably react differently to different types of organisational change (Freese,
2007, cited in van den Heuvel and Schalk, 2009).

2.3 Types of Organisational Change Process

Most of the time changes are distinguished based on their scope and the ways they are applied.
In order to visualise the organisational change process more efficiently, Costello (1994:40)
categorises it into three types: the developmental, the transitional and the transformational.

According to the author, the developmental type refers to the situation where people have to
perform more or better than they used to, e.g. team building, expanding the market, enhancing
communication and technical expertise. During this period, most of the time people react to it
positively, because it is considered to be an upgrade of the existing stage, and thus it is the
least threatening. Transitional change, which is the second type, is the implementation of a new
stage in the organisation which demands moving away from differentiation of the current
operational ways and announcing new innovative ways e.g. reorganisation, new techniques,
new products and services and new methods and procedures. This type of change is judged to
be somewhat threatening, but if it is managed effectively, the results will positively influence not
only responsiveness, but also perception and acceptance. Moreover, Costello supports that
effective ways of presenting changes and involving people with them, is achieved by
encouraging a two-way communication, which means lot of effort and patience. The third type of
change is transformational change, which is basically the application of an advancement stage
that leads to great and continuous modifications in organisational strategy and vision
(1994:42). This type is the most threatening and difficult to control, because changes can
restructure the organisation in general. During this type of change, dissatisfaction, suspicion
and increased resistance occur due to the absence of stability and security. These negative
feelings can be controlled by educating people regarding the nature of the change and,
moreover, provide people with as many answers to their questions as possible. Undoubtedly,
communication between both sides creates a background for mutual understanding and trust,
based on which the future can be built (Costello, 1994).

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Undeniably, change models and types are equally important as the communication strategy that
an organisation applies, in order to convince its employees for the necessity of any upcoming
change. The question lies in whether employees are ready, or willing, to accept any kind or type
of change.

2.4 Employees Readiness to Change

Irrespective of how far an organisation is willing to go in order to enforce change, it is

considered to be the managements job to implement appropriate organisational changes that
will be embraced by the employees (Armenakis and Harris, 2009:128). As a result, necessary
steps need to be taken well in advance so employees will accept, support and adapt to the
changes. Generally, employees who are ready to accept change and are actively engaged in
the change process, in accordance with a managing developing program, are equally more
receptive to it and more positive in evaluating its content and delivery (Harris and Cole,
2007:777). Readiness, according to Armenakis et al., (1993), defines the cognitive indicator of
the behaviours of resistance, or support, for organisational change. Based on this belief,
Armenakis and Harris, 2009:132, distinguish the words resistance (introduced by Coch and
French (1948) and unfreezing (introduced by Lewin (1951) and instead of them they introduce
the term readiness because it designates a more positive approach of defining change.

Based on the studies of Armenakis and Harris (2002 and 2009), it is proven that readiness to
change is a separate and important part of the organisational change process, and that
organisations have the responsibility to follow a proactive program and take the appropriate
actions for convincing employees to accept and adapt to organisational changes. According to
these authors, management must enter a process of diagnosing the employees characteristics
and motivations towards the proposed changes. The organisation should follow a persuasive
strategy before proceeding to the implementation of the changes, since it is very important to
place emphasis on employees involvement and participation. Moreover, they identified five key
change beliefs, which explain concisely employees motives for accepting and adopting change.
These are: shape discrepancy (acceptance of change necessity), appropriateness (accepting
the selected change design as appropriate), efficacy (the belief that cooperation will result to the
successful accomplishment of change), principal support (the belief that managers are
completely devoted to the change success) and valence) (employees are convinced about the
benefits of change on themselves). These five key beliefs were included in three message-
conveying strategies: the persuasive communication, the active employees participation and
the management of internal and external information. All the above components are included in
16
the readiness model (Figure 2) which the authors consider to be a framework guidance of the
managements approach towards organisational changes.

Figure. 2. The readiness model (adopted by Armenakis and Harris, 2009:133)

In general, the readiness model indicates how an organisations management can create the
right moment for implementing change, but will employees readiness be connected with the
organisational culture, and who accepts changes easily?

2.5 Organisational Culture Change

Organisational culture concerns a set of assumptions, beliefs, values, customs, structures,

norms, rules, traditions and artefacts (Schein,2004) and generally shows how things are run in
an organisation, how its employees behaviours are shaped (Martin,2002) and how deeply they
are engaged with the organisation (Morgan and Ogbonna,2008). Moreover, organisational
culture defines how employees react in given situations inside or outside the organisation and it
17
is recognised that a powerful organisational culture helps people have a clear picture of their
rights and duties (Deal and Kennedy,1982) while in a weak organisational culture people are
less effective, less productive and less satisfied (Carnall,1990).

Furthermore, the role of organisational culture during the change process is the most important
as it confirms or denies the legitimacy of the new arrangements (Bluedorn and Lundgren, 1993).
Undoubtedly, in most cases, changes are unavoidable but may often lead to conflict between
the old and the new circumstances, and between employees who resist and employees who
have to adjust to them (Burnes, 1993). For these reasons, the connection between structure
and culture has to be mutually supportive, so that organisations can operate efficiently and
effectively (ibid). Likewise during the period of change, organisational culture plays a significant
role in expressing or suppressing employees emotions and beliefs, particularly when the taken-
for-granted ways in which emotion at work is dealt with, may encourage or discourage
employees to adapt to the changes on an individual level (Smolan and Sayers, 2009). As Senior
(2006) claims, in order to achieve the desired goals it is better to manage changes around the
culture, rather than trying to change the culture which is an extremely difficult and lengthy
process. Alternatively, if organisational changes are incompatible with the organisational culture
and do not share mutual understandings they will most probably lead to resistance to the
proposed changes (Smollan and Sayers, 2009).

As previously discussed, organisational change may result based on various external and
internal factors, which in many cases may be unpredictable. There are cases where an
organisational change process can be implemented and managed successfully; however, cases
may exist in which obstacles can arise during the process, which may cause instability, delay, or
even its interruption. Resistance to organisational change is considered to be one of the most
serious obstacles which threaten the change process.

2.6 Resistance to Organisational Change

2.6.1 Definition of Resistance to Organisational Change

Resistance to organisational change is a form of organisational dissent to a change process

that employees consider unpleasant or disagreeable or inconvenient, on the basis of personal
and / or group evaluations and it might take the form of non-violent, indifferent, passive or active
behaviour (Giangreco, 2002:14).

18
According to Coghlan, (1993), resistance to organisational change can be said to be an
expected part of the change process and it appears because change involves going from the
known to the unknown (cited in Bovey and Hede, 2001:534). Another explanation of the
meaning of resistance is offered by Lewin (1946) who considers resistance to be a system
level phenomenon which arises within a complex field of forces, such as capacities, attitudes,
behaviours and norms and it can occur anywhere in the organisation (cited in Patalano, 2011).
Coch and French (1948), on the other hand, define resistance as a motivational problem that is
encouraged by the disappointment which results from changes that take place within the
organisational field.

In addition to the above, Piderit (2000) views resistance as a tri-dimensional (negative) attitude
towards change, deriving from emotional, behavioural and cognitive constituents which as
McGuire (1985) mentions reflect how people evaluate an object or a situation. The emotional
constituents consider how an employee feels about the change (e.g. anger or anxiety), the
cognitive constituents take into account what an employee believes about the change (e.g.
whether it is necessary or if it is for his/her benefit), and the behavioural constituents associate
activities which operate in response to the change (negatively criticising the change process or
attempting to convince others to reject change) (Piderit, 2000). This conception of attitudes
towards resistance contributes to a deeper realisation of the reasons behind resistance.

2.7 Reasons for Resisting Organisational Change

In order to realise the hidden reasons behind resistance it is better to firstly interpret an
individuals state of mind and check the factors that influence it, e.g. facts, beliefs, feelings and
values (Hultman, 1995:15). Particularly, Olson (1990) states that someone must go beyond the
outward aspects of an individuals behaviour and comprehend the unconscious motivations
which arise from defence mechanisms (cited in Bovey and Hede, 2001:545). Defence
mechanisms like denial, dissociation and projection are chosen by individuals to diminish
anxiety (Andrews et al., 1993). According to Bovey and Hedes (2001) study, many employees
perceive anxiety as a result of the change process and thus protect themselves with resistance.
Moreover, personal issues or any other psychological trauma that may influence individuals
thoughts, feelings and intentions towards organisational change are things which management
needs to be aware of (Bovey and Hede, 2001). Additionally, employees may resist because
they usually believe that changes eliminate their vested rights and benefits, and that some of
the changes may be incompatible and different with their old habits (Oreg, 2003).

19
In many cases, people do not resist the change itself, instead they resist to its predicted
adverse outcomes (Dent and Goldber, 1999), such as decrease of remuneration (salary and
earnings), poorer working conditions (Smollan, 2011:13), loss of security (fear that they might
be considered unqualified based on the changes) (Kotter and Schlesinger, 1979:133), loss of
their privileges or even due to a different understanding of events and issues (Smollan,
2011:13). Moreover, they resist the effect of new and different situations (Kanter, 1985, cited
in Price, 2009:178) and are worried that they will not be able to develop the new skills
necessary (Kotter and Schlesinger, 1979). For instance, they might worry whether they will be
able to perform certain actions and whether they can implement the new methods they should
apply in order to achieve them (Kanter, 1985).

Another study concentrating on resistance is that of Oreg (2006), which drives that resistance
derives from an individuals personality and organisational context. Specifically, Oreg claims
that individuals whose disposition is high towards resistance to change are less likely to accept
changes in their lives; thus, when they come up against any type of change they experience
negative emotions such as anxiety, anger and fear (2006:77). Moreover, he also believes that
the types of change-outcomes that influence employees reactions are: (i) power and prestige
(e.g. changes in the allocation of power, loss of control over people, resources or events), (ii)
job security (fear of losing their job), (iii) intrinsic rewards (threaten the job satisfaction
employees feel for/about their work), (iv) trust in management (lack of trust in managements
forthright intentions and ability to achieve fair and favourable results), (v) information (lack of
detailed information and guidance), and (vi) social influence (if the colleagues, supervisors and
subordinates tend to resist). As a result, these conditions which influence employees behaviour
towards organisational change are likely to bear negative effects e.g. lower level of job
satisfaction, greater intention to resign, and negative feelings towards organisational
continuance commitment.

2.8 Effects of Resistance to Organisational Change

As mentioned above, as in any conflict, resistance has negative consequences on the

organisational change process and on the organisation in general (Oreg, 2006). Costello (1994)
considers resistance dangerous and is viewed as the enemy of change, which organisations
must overcome in all cases. The negative effects of resistance may have different forms i.e.
constant reduction in output, increase in the number of employee resignations, transfer
demands, persistent quarrels, sour antipathy, wildcat or slowdown strikes. Even the most trivial
forms of resistance can be problematic (Lawrence, 1969).
20
Smollan (2011) argues that resistance in many cases weakens the change process since
employees take legal or even sometimes illegal, ethical or unethical actions, while others may,
in contrast, react through raising pressing questions, complaining, engaging in other forms of
debate, in this way causing instability in the organisation. The author states that most of the
times change inevitably produces resistance which is the result of different opinions and beliefs,
but at the same time resistance gives opportunities for the employees to be involved in the
change process. It is worth noting that sometimes involvement in the change process can
prove dangerous because if it is left unhandled, it can blow the whole process up (Costello,
1994) and cripple the organisation at the same time (Hultman, 1995:15).

Resistance should not only be seen as something to overcome, but also as a beneficial
indication that something is not right (Lawrence, 1969). It seems that Waddell and Sohal (1998)
want to point out that resistance should be seen as an effective opportunity which on certain
occasions offers useful guidelines and valuable feedback on organisational change. People will
naturally resist change; thus, signs of resistance can serve as a practical warning signal for
directing changes (Lawrence, 1969) and therefore effectively persuade people about the
benefits of change (Price, 2009).

Moreover, van Dijk and van Dick (2009), consider resistance to be the identity of employees
reactions to organisational changes. Through resistance the components of change are tested,
as well as relationships like communication and interaction between management and
employees that might negatively influence employees work experience and work-based
characteristics. Employees resistance may prove positive through the use of self-enhancement
strategies such as individual mobility, social creativity and social competition (ibid). Additionally,
resistance drives a more detailed interpretation of legislation, a more careful consideration of
the change process (Waddell and Sohal, 1998), it contributes to the conversation existence
(Ford, 2009) and sometimes to the detection of those change aspects that are inappropriate,
not well-structured or perhaps plain wrong (Waddell and Sohal,1998).

According to Schein (1996), Lewin believes that a successful change is the result of a group
activity; thus, managers should follow steps which lead towards this direction, in order to
overcome resistance to organisational change.

21
2.9 Overcoming Resistance to Organisational Change

Kreitner (2004), states that it is vital for organisations to firstly overcome employees resistance,
as only then will they successfully accomplish the change process. An effective way of
presenting changes and involving people with the changes is by encouraging twoway
communication which means lot of effort and patience (Costello, 1940). Additionally, Kotter et
al.(1986), claim that employees tend to be more committed to the effort for change when they
are better informed, involved, consulted and have closer communication with the management.

Further to the above, Kotter and Schlesinger (1979) propose different approaches for
successfully overcoming resistance. Specifically, they believe that education and
communication contribute to the employees familiarisation on the nature of the change, provide
them with clear answers to questions they may have, and control their feelings of uncertainty.
Moreover, communication between both sides positively influences the employees contribution
for implementing change, and creates a background for mutual understanding and trust
(Costello,1994), since the communication of ideas helps people to see the need and the logic
behind change (Price, 2009). Additionally, they consider employees participation and their
involvement in the change process to be an effective way of feeling committed to its
implementation and success. By facilitating and supporting its employees, management could
encourage their participation towards training for obtaining new skills or by listening to their
fears and anxiety, and thus minimise their resistance (Armenakis and Harris, 2009).
Furthermore, in cases where changes will bring about reductions in employees benefits and
vested rights, management could come to an agreement after negotiating with employees, and
offer compensation in return; thus minimising the possibility for resistance. Another approach is
manipulation and co-optation, through which management give desirable roles to key persons
during the implementation of change, in order for them to influence their colleagues positively
(Kotter and Schlesinger, 1979).

From the above discussion it emerges that resistance to organisational change is a

multidimensional issue (Piderit,2000) which should be thought of as a signal that something is
going wrong (Lawrence,1969:56) and can only be overcome through mutual respect regarding
both the organisations and employees needs.

22
2.10 Conclusion

The above research showed that the organisational change process is a major task and
laborious especially when it stumbles when it is met by employee resistance. Specifically, it
mentioned two change models, gave details of Lewins Force-field analysis and reported three
types of organisational change. Furthermore, it concentrated on the importance of employees
readiness and organisational culture, in accepting or resisting organisational change.
Additionally, it concentrated on reasons for resistance and its effects, and how it could be
managed. In an attempt to contribute resistance to the organisational change phenomenon,
this dissertation will try to explore its existence, causes and impacts within UCY.

23
 CHAPTER 3: DATA AND METHODS

In order for the research questions to be answered effectively the relevant methods to obtain
the results should be applied; thus, in this section, the researcher will define the methods used,
and explain in detail the steps followed for conducting the research on resistance to
organisational change within UCY.

3.1 Research Purpose

The purpose of this research is primarily to explore the dimensions of resistance to

organisational change within UCY and, secondly, to determine its causes and impacts. It should
be mentioned that the research target group is the universitys administrative staff only, since
the researcher works in the Human Resources Service in the university and had easy access to
the sample.

According to Saunders et al. (2012), the purpose of research indicates how the issue affects the
decision made regarding the method followed in order to complete the research. Further to this
view, the researcher decided that the features of an exploratory research method were more
suitable for the purposes of this dissertation. Moreover, Zikmund (2000:54), indicates that an
exploratory research is conducted in order to clarify, realise and define the nature of a problem,
usually equivocal problems, and its purpose is to present information in order to be used in
evaluating a situation.

3.2 Research Approach

The present dissertation followed an exploratory mixed method. Specifically, a combination of

qualitative and quantitative research methods was used in order to compare employees
behaviour and interpret their actions (Bryman and Bell, 2007) towards resistance to
organisational change. The main reason for using methodological pluralism is because both
methods are useful in building an objective case study and it is then possible to cross-check the
findings and reliability, and the validity of the qualitative and quantitative research; thus, to
achieve triangulation. Triangulation examines different aspects of organisational reality
(Zamanou and Glaser, cited in Bryman and Bell, 2007) and gives attention to both the multiple
methods of research engaged, and the multiple sources of data, achieving in this way greater
confidence in results (Bryman and Bell, 2007:413).

24
The differences between qualitative and quantitative research methods are obvious to some
extent. Bryman and Bell (2007:402) on the one hand, mention that the qualitative research
approach places emphasis mostly on words rather than numbers, pays attention on
understanding the social world through examining the interpretation of that world by its
participants, deals with concepts, emotions, feelings and reactions and its analysis is based on
the use of conceptualisation (Saunders et al. 2012:547). Blaxter et al. (2001) on the other hand,
argue that the quantitative research concerns the collection and analysis of numbers in a
structured method, providing the ability to investigate the exact issues and it frequently uses
statistics and experiments to seek the facts and causes of social phenomena.

3.3 Research Strategy

The research strategy and the plan of action of this dissertation were mainly guided by the
research questions, which attempted to investigate the causes as well as the impact of
resistance to organisational change in UCY. Frequently, exploratory researches follow a case
study strategy in view of the fact that it explores the research topic, resistance to organisational
change, within its real-life context, i.e. UCY (Saunders et al., 2012:179). These were the
reasons which led the researcher to decide that the most suitable research strategy to follow
was the aforementioned strategy. Based on the case study strategy, the researcher attempted
to give answers to dominant questions e.g. why, what, how, whose answers contributed to
an in-depth appreciation of the actual dimensions of the issue within the organisation (ibid).

3.4 Data Collection

In order to have the research questions answered sufficiently and get as much information as
possible in regards to the reasons, as well as the impact of resistance to organisational change
in UCY, primary and secondary data were used. Primary data were obtained by the use of
interviews and a questionnaire, while a literature review was used to gather secondary data.

For the purpose of this research, which is none other than to explore employees attitude
towards organisational change in UCY, the researcher considered that having both primary and
secondary data contributes to obtaining more reliable results and hence more objective
conclusions; thus, building balanced research (Saunders et al. 2012:419). As a result, a request
for conducting a mixed method research among the administration employees of UCY was sent
to the General Director of the organisation (a sample of the memo is available in Appendix I).
After permission was granted, the procedure began with the interviews (qualitative method)
25
since the present research is based on the exploratory mixed method guidelines. This
procedure facilitated the creation of the questionnaire, since from the interviews mixed opinions
and thoughts in regard to resistance to organisational change came to light.

3.4.1 The Qualitative Method

In this dissertation, the qualitative primary data were obtained through the use of semi-
structured, face-to-face interviews which were conducted based on open-ended questions.
According to Saunders et al. (2012:304) an interview is a flexible process of collecting
trustworthy and dependable data which are related to the research questions and the subject of
the research. Usually semi-structured interviews are based on the face-to-face methods of
interviewing but in some other cases interviews may conducted by telephone or electronically
via the internet or intranet (Saunders et al., 2012:404). Despite the fact that interviews by
telephone or electronically can be settled more quickly, the interviewee can be more relaxed
and his/hers psychology and thoughts cannot be affected by the interviewers presence:
telephone/ electronic interviews are impersonal; interviewees non-verbal behaviour is not seen
so the interviewer does not know how far to proceed in asking a particular question and maybe
the interviewee will feel bored talking on the phone or the internet for a long time (ibid).

A non-probability sample of three out of six managers was selected to participate in this
research in order to maximise the validity and reliability of the results of triangulation (Bryman
and Bell, 2007:473). These were the Technical Services Manager, the Research and
International Relations Service Manager and the Human Resource Service Manager. The
purpose of the interviews was to gather rich and in-depth information from the leadership team,
firstly about their own opinions, beliefs and experiences, in regards to resistance to
organisational change, and secondly about the way each one handles and tackles difficulties in
their work.

3.4.2 Population

Preceding the interviews, a list of ten questions was attached to a memo to the three managers
(a sample of the memo is available in Appendix II). All managers responded positively to the
researchers request. They answered the same set of questions, while each interview was
conducted in the managers own office and lasted approximately an hour. Each interview was
tape-recorded in order to avoid missing important comments and statements, and upon
completion of all three interviews, they were transcribed. Moreover, the interview topics were
26
focused on and derived from the literature review (a sample of the interviews questions is
available in Appendix III).

3.4.3 Data Analysis

Once the interviews were completed, choosing the appropriate method for analysing and
reporting the data was very important. The researcher selected the thematic analysis method
for identifying, analysing and reporting themes which arose from the selected data during the
interviews. This is due to its flexibility, as well as having the potential for using ways which
would not depend on the guidelines of a specific theoretical framework (Braun and Clarke,
2008:78).

The analysis began by transcribing the interviewees responses into written form and then
reading the documents many times. Reading helped towards the selection of words which were
deployed as codes, which were then used to indicate and assess resistance to organisational
change. Then, the coded data were both reviewed and evaluated to check whether they
appeared as a logical model and a thematic map. The data were then re-read to assure their
validity, and check their mutual relation and shape. Once the datas thematic map was formed,
a more in-depth data analysis was made in order to get a more careful view of the exact
meaning of each theme as well as to specify which feature of the data was the focus of each
theme. Consequently, by the end of the process the themes titles were formed (Braun and
Clarke, 2008). The interpretative analysis and the results of the thematic analysis will be
presented in the next chapter, Data Analysis. The themes and the data, which were derived
from the aforementioned process, contributed to the creation of the questionnaire.

3.4.4 The Quantitative Method

The quantitative primary data were obtained through the use of a self-completed questionnaire
which is one of the most famous methods of gathering data for the purposes of quantitative
research, since each respondent is asked to give an answer to the same set of questions
(Saunders et al., 2012:417). Moreover, Anderson (1990) states that a questionnaire enables the
researcher to collect, in a simple and accurate way, reliable and valid data, since the conditions
based on which the research was conducted, were similar for all the participants. There are
different types of questionnaires, e.g. self-completed questionnaires, interviewer-completed
questionnaires and structured interviews. Self-completed questionnaires were completed by the
respondent and were sent to the respondents either by mail (mail questionnaires), or through
27
the internet (web-based questionnaires). The respondents were then required to send them
back to the researcher, or give them to the researcher by hand (delivery and collection
questionnaire), (Saunders et al., 2012:420). During interviewer-completed questionnaires, the
researcher recorded the interviewees answers on the basis of each respondents answers,
while during structured interviews on the other hand, the interviewer holds a face-to-face
meeting and asks the respondents the scheduled questions only (Saunders et al., 2012:420).

3.4.5 Population

A self-completed questionnaire was used since it was most suitable and convenient method,
and it was quicker to administer to all participants simultaneously. Specifically, a hard copy of
the questionnaire (which was translated into Greek for practical reasons, its equivalent English
version can be found in Appendix IV) attached to a cover letter (a sample of the cover letter is
available in Appendix V) was circulated by internal mail, to 100 out of 474 administrative
employees of UCY. The cover letter explained to the participants who the researcher is, the
topic, the purpose and the scope of the research, the method by which they were selected to
participate in the research and they were assured that the data would not be used for any other
reason except for the dissertations purposes and would be also treated in the strictest
confidence. Additionally, it was mentioned to the participants that they had one week in order to
complete and return the questionnaire.

3.4.6 The Questionnaire

The structured self-completed questionnaire was written in simple words in order to convey the
meaning as clearly as possible, as well as to minimize unconscious bias (Zikmun, 2000). The
questionnaire was anonymous and it only included closed questions for higher comparability
(Bryman and Bell, 2007). It was separated into two parts: Part A which included demographic
information about participants and Part B which included the questions / statements. Regarding
Part B, in order to assess, summarise and measure the participants attitudes towards
resistance to organisational change, but also indicate their level of agreement or disagreement
to each question / statement a Likert-type scale was used which, according to Wakita et al.
(2012:534), is the most commonly used psychometric scale among psychological
measurements. Specifically, a 4 point Likert-type scale was used because, despite the
possibility of bias which may appear on the results, the researcher wanted to prompt the
respondents to be less discriminating and more thoughtful. The 5 point Likert scale (the odd
number of options neither agree nor disagree) was avoided, because the researcher wanted
28
to discourage respondents to sit on the fence by ticking the middle not sure category, when
considering an implicit negative statement (Saunders, 2012:436). It is, however, acknowledged
that the absence of a middle point (neutral option), may affect the validity or reliability of the
responses (Adelson and McCoach, 2010:797).

3.4.7 Pilot Test

After the questionnaires initial format was shaped, a pilot test was given to three colleagues,
because it is always required, no matter how much experience a researcher has (Hayman,
1986:76), to ensure that the questions were functioning well (Bryman and Bell, 2007:273) and
flow and that there were no problems emerging e.g. respondents confusion. Useful comments
and suggestions arose from this pilot test. Specifically, it was noted that the mention of
examples of previous changes that took place in the organisation, was confusing and, as a
result, it was decided to avoid it. Another comment was that the 4 point Likert scale puzzled
the participants and made them think twice before answering, which was the researchers
intention. Most comments and suggestions from the pilot test were taken into consideration and
certain amendments to the questions were applied.

3.4.8 Sampling

Once the questionnaire was finalised, it was circulated to the 100 administrative employees who
were selected based on the non-probability quota sampling technique. As Bryman and Bell
mention, some practitioners allege that quota sample is considered to be almost as good as a
probability sample (2007:197). For the above reason, and also because it was convenient
under the specific circumstances, the researcher used the quota sampling technique to collect
data because a portrayed sample of the employees population in different work positions was
needed to formalise the research. In order to have a representative sample, the researcher
chose 20% of the employees from each working position category in the organisation. In this
way having answers from all the employees of any single working position was avoided.
Therefore, the following numbers of employees were selected: 7 senior officers, 25 officers, 6
secretarial officers, 27 clerks, 7 technicians, 11 librarians, 7 office assistants and 10
accountants. Since the researcher wanted to eliminate the possibility of bias and simultaneously
increase the reliability and validity of the data collected, all the participants answered the same
questionnaire. For the record, the research was carried out during the second week of
December 2012.

29
A week after the questionnaires were distributed, 81 out of 100 were returned on time, while 2
that were overdue were discarded from the sample. It is worth noting that during the week when
the questionnaires were sent, colleagues contacted the researcher regarding certain
clarifications and also discussed of the questions.

3.4.9 Data Analysis

After receiving the completed questionnaires, the most vital stage of the research process
began. This was the analysis of the raw data collected. As Saunders et al. (2012:472) state, in
order for the raw data to be useful, they need to be converted into information through which the
researcher can present the results. Frequently, the quantitative analysis techniques through the
use of charts, graphs and statistics give the researcher the ability to explore, present, describe
and examine relationships and trends within the data collected (Saunders et al., 2012:472).

For the above mentioned reasons and for analysing and interpreting the questionnaires raw
data SPSS 20 for Windows computer software was utilised. A multi-level structure sample was
used in order to include respondents from representative gender, age, education, years of
service and type of position, as it is shown in the demographics. A template was created in
which the results were entered while an analysis was made in each section based on the type
of question. For the demographics, frequency tables were used for all questions except the age,
where descriptive statistics were used since it is a variable scale. For the next section the
researcher used bar charts in order to represent the answers to each option clearly. Also, the
mean score of each question was created in order to compare the questions. Moreover, in the
data analysis section, new variables were created based on the grouping of questions in order
to investigate the general level between the four questionnaires sections. This analysis resulted
in an output of the basic statistics such as the mean, standard deviation, minimum and
maximum. Correlations and paired sample t-test were used in order to find similarities and
differences between these sections. To continue, with the use of paired sample correlation,
comparisons were made between selected key questions. The significance of the correlation
was tested and an explanation of the correlation coefficient is given in each case.

3.5 Reliability and Validity

Reliability and validity of the measures and the measurement process are key factors for the
research findings, since they refer to the extent to which a research will result in the same
unvarying outcome in case it is repeated (Bryman and Bell, 2007). Moreover, the range of
30
reliability of the present research can be concentrated on the possibility that if the research
instruments were re-administered they would produce little variation of the results over time
(Bryman and Bell, 2007:163), the indicators of the research instruments would be related to the
same thing and if it was followed the same analysis method of the interviews primary data.

According to Saunders et al. (2012) validity refers to the degree of how measures are accurate
or truthful as to what it is they measure. The researcher applied the following methods for
appraising and establishing the validity of the research instruments used. Face validity: in order
to check the content and whether or not it addresses the focus of attention of the question or the
statement, the researcher performed a pilot test with people other than the participants whose
answers and views were discussed and taken into consideration. This convinced the researcher
that the questionnaire was accurate and truthful. Content validity: in order to ensure that the
interviews questions and the questionnaire covered the topic of the research adequately
literature was reviewed in detail. Construct validity: refers to the theory fundamentals of any
type of measurement used, namely the SPSS 20 analysis of quantitative data, which the
researcher used. The researcher analysed these results in relation to the existing literature.

3.6 Secondary data

Secondary data are the data which are collected for a particular reason, but are then used for a
similar or different reason. Saunders et al. (2012:307) have separated secondary data into three
categories: (i) documentary, (ii) survey-based, and (iii) multiple sources. In the present
dissertation, secondary data were gathered by using multiple online sources e.g. academic
journals, articles and books that were found in Leicester University Library, UCY Library and
Google Scholar. Various authors works, statements and opinions on the causes and the impact
of resistance to organisational change enabled the researcher to gain academic level
information and obtain a wider and deeper picture of the research subject and as a result,
comprehend it better. This knowledge also helped the researcher to construct the literature
review chapter. Following the above, the researcher concentrated on the literature review to
conduct both qualitative (the interviews) and quantitative (the questionnaire) research methods.

The researcher believes that one of the main advantages of using secondary data is that
researchers do not have to start from scratch, as they can build on past research, new
business knowledge (Zikmund, 2007:136). Moreover, secondary data can be obtained and be
re-analysed much quicker than primary data. On the contrary, some of the disadvantages of
using secondary data are that they were not formulated, or based on the researchers needs
31
and expectations. Furthermore, the information given can be outdated, definitions may be
unsuitable for the specific research, or, there might be lack of information to verify the datas
accuracy (Zikmund, 2007:136).

3.7 Ethical Issues

All the steps followed within the present research process, were strictly based on the research
ethics recommended by the University of Leicester. Specifically, the researcher employed on (a)
the principles for the protection of human participants in the research e.g. employees
participated in the research at their own free will, and had all the information they needed about
the research, (b) confidentiality e.g. all raw data were stored in the researchers personal
environment (no one else could have had access to them) immediately after the completion of
each method followed, and (c) anonymity e.g. all the questionnaires were anonymous and no
demographic information was in any way indicative of the participants identities- nor were the
participants asked to identify their working position. Regarding the interviews raw data, these
were deleted from the recorder immediately after they were transcribed on paper, since it was
borrowed it and had to be returned.

32
 CHAPTER 4: RESULTS, DATA ANALYSIS AND DISCUSSION OF FINDINGS

This chapter is separated into three sections: the first section refers to the results of thematic
analysis based on which the managers responses were analysed, the second section analyses
based on the SPSS 20 results, the employees responses and the third section combines and
compares the results of the two different surveys.

4.1 Data Analysis of Interviews

As was mentioned above, the primary qualitative data were collected through the use of semi-
structured interviews, from the Technical Services Manager (TS), the Research and
International Relations Service Manager (RIRS), and the Human Resource Service Manager
(HRS). The rich data from the interviews were organised into themes following the thematic
analysis, and participants answers were coded into categories that summarise and systemise
the content of data collected (Wilkinson, 2000a) based on which a thematic list arose.

Specifically, the analysis identified that resistance to organisational change in UCY can be
related to the following themes and meanings:

4.1.1 Usefulness of change

4.1.2 Bureaucratic system / Culture

4.1.3 Readiness / Acceptance

4.1.4 Information / Communication / Involvement

4.1.5 Reasons for Resistance / Impact of Resistance / Prevention of

Resistance

Actually, the above framework verified what managers claimed, as to how and what they
experienced during resistance to organisational change within their own service. It should also
be mentioned that, despite the fact that each manager dealt with completely different subjects,
their experiences and opinions were generally concurrent.

33
 4.1.1 Usefulness of Change

The first theme which arose from the analysis was the usefulness of change. The managers
stated that changes were beneficial and contributed towards organisational and personal
advancement. Specifically, the HRS Manager stated that changes contribute towards the
increase in productivity, the personnels advancement and development, the reduction of
bureaucratic procedures and the organisations growth and prosperity. Moreover, the TS
Manager added that changes aim towards the increase in celerity, quality as well as the
reduction of operational cost. This view is strengthened by Linstead et al. (2004:439), who
support the idea that change is the result of the natural lifecycle of the pressure for growth and
resistance towards decline.

4.1.2 Bureaucratic System / Culture

One of the themes which all managers agreed was that a serious obstacle for changing different
patterns was the bureaucratic system which exists, and which is built based on rigid
arrangements, norms and regulations (Diamond, 1986). It was obvious that the bureaucratic
arrangements have confused most managers, who mentioned that one of the most common
types of change within their Services was the reduction of bureaucracy in any way they
possibly can. Moreover, managers considered the present culture of the university to be an
obstacle which has to be overcome in order to apply new methods and convince employees as
to the usefulness of any such change. As the TS Manager supported, unfortunately, everything
depends on the bureaucratic procedures all of which created a culture, through which the
organisation cannot operate in a productive and flexible way. In addition, the RIRS Manager
claimed that based on this existing culture, many employees are in positions where not only
they are non-productive, but are almost impossible to be either transferred, change their ways,
or even improve themselves.

4.1.3 Readiness / Acceptance

Readiness and acceptance refer to employees courses of actions following the change
process, and also to their adaptation to new methods. When answering the question Do you
believe that employees are always ready to accept organisational change? two of the
managers replied that employees are not always ready to accept changes and that most of the
times resist to changes, mainly due to their character and personality. Moreover, the TS
Manager stated that employees have to be convinced about the expediency of the change. If
34
changes are the result of the various problems employees face while performing their duties
and responsibilities, then they accept these changes more easily. However, if changes occur
without any specific reason and only for the sake of change, then they resist them.
Furthermore, the RIRS Manager said that people do not accept changes with great ease,
especially in their duties and responsibilities, because they may be afraid of losing their
ownership or because it will result in increasing their duties and responsibilities or affect their
vested rights. Furthermore, other employees may believe that change has to do with them and
they are the target, however this is definitely not the case. As Armenakis and Harris (2009)
mention in their article, in a global survey of businesses, it emerged that only one-third of
organisational change efforts are considered successful by their managers (Meaney and Pung,
2008, cited in Armenakis and Harris, 2009), since most of the efforts are met of some kind of
reaction from the employees come up against the reaction of employees.

The HRS Manager agreed that employees are not always ready to accept changes, but
explained readiness from another perspective. He alleged that employees readiness to accept
changes depends on whether the organisations culture is willing to accept changes or not. A
few years ago at UCY, new systems and methods were adapted, and while at the beginning
employees were negative and resisted their implementation, when the actual changes produced
positive results that were for their benefit, they soon changed their minds and reacted in a much
more positive manner. While this was expected, since the first reactions to change are normally
doubt, negative reaction, anger, adaptation, adjustment, and finally acceptance, it is fair to say
that if anything like this were to happen again, the reactions would not be so negative to start off
with, since the success with organisational change lies in the ability and willingness of the
employees to see that once changes are put into effect they are for the benefit of both
themselves and the organisation they work in. Relative to this, Armenakis and Harris (2009)
believe that it is the managements responsibility to offer employees systematic information and
guidance in order to convince them that the changes are appropriate and thus make them
ready.

4.1.4 Information / Communication / Involvement

Communication, information and involvement are considered to be some of the most important
issues when dealing with resistance to organisational change. All managers stated that they
always inform all their subordinates regarding the forthcoming changes and that they encourage
them to become actively involved in the change process. Moreover, any such involvement by
itself constitutes a motive in a semi-government organisation. Specifically, the TS Manager
35
confirmed that yes, it is important that each and every employee is clearly informed as to where
he/she is to be placed and what his/hers duties and responsibilities will be. In TS, meetings and
conferences take place at all levels, in a way that horizontal communication between different
sectors and departments is pursued. A working plan is conducted for each sector which is
forwarded to each and every ones e-mail, seeking each ones views and comments, in case
any improvements were needed. In addition, at the beginning of each year all employees are
briefed about the aims Service aim with regards to the main projects and general maintenance
of the universitys buildings and campus that need to be carried out throughout the year.
Moreover, the HRS Manager supported this, saying employees should actively participate in
the change process as this would help eliminate adverse reactions and resistance, since they
would be part of this change process, hence they would be convinced that this whole procedure
is based on their needs and benefits. All of the aforementioned are included in Kotter et
al.s(1986) statement, which alleges that employees tend to be more committed to the effort for
change when they are better informed, involved, consulted and have closer communication with
the management.

4.1.5 Reasons for Resistance / Impact of Resistance / Prevention of Resistance

Based on managers statements, employees resist organisational changes for many reasons;
for example, loss of power coupled with fear of adjustment (something which is very common in
the public sector since many employees hold the same position and responsibilities for many
years), job insecurity, (as many feel unable to perform their new duties and responsibilities),
rumours that change will be at the employees expense, or it is simply in their nature. In the
opinion of the HRS Manager, some ways through which employees show their resistance are,
complaining, doubting the effectiveness of the proposed change, undermining its value or
simply being frustrated. Other employees, as the RIRS Manager stated, even complain to
upper management.

The impact that resistance to organisational change has on each and every organisation varies
between either constructive or destructive effects. According to the managers, resistance to
organisational change affects efficiency, productivity, culture and the working environment. In
addition, fewer employees are satisfied and, above all, there is doubt as to what the true
intentions of the organisation are. The TS Manager also verified that resistance is not always
negative, since it enables the manager to investigate and evaluate the cause of employees
resistance, as for an employee to adversely react to any situation, there must be specific
reasons e.g. it could be possible that what is required of the employee to perform is absurd or
36
impossible for him/her to do, it could be that he/she feels that they own the particular duties, it
could be that he/she has a very busy schedule or it could it be, that he/she is one of those
people who always react with no particular reason. Moreover, Smollan (2011) argues that
resistance in many cases weakens the change process, since employees take legal or even
sometimes illegal, ethical or unethical actions, while others, may by contrast, react through
raising pressing questions, by complaining, or by engaging in other forms of debate causing in
this way instability to the organisation.

As is the case with numerous issues, prevention is half the cure. This is also the case with
resistance to organisational change. At this point, all three managers identified the same
methods through which resistance to change could be prevented or minimised. Amongst these
methods are: employee participation, continuous briefing and updating, focusing on the positive
effects of the new procedures and what the employees stand to gain, and providing examples of
organisations which successfully applied similar systems and procedures. According to the
managers, the best way to prevent resistance to organisational change is through
communication and the exchange of views. In support of the above, the TS Manager stated that
communication and exchange of views is the only way through which the reacting employee
will be convinced that changes are essential and they will be for his/her and the organisations
benefit in the long run.

4.1.6 Qualitative Analysis Conclusion

The thematic analysis of the interviews data gave rise to five groups of themes and concepts:
(i) usefulness of change, (ii) bureaucratic system / culture, (iii) readiness / acceptance, (iv)
information / communication / involvement and (v) reasons / impact / prevention of resistance.
All of these themes and concepts were analysed and explained, based on the point of view of
the managers who were interviewed.

4.2 Data Analysis of Questionnaires

The total number of completed questionnaires is 81 out of 100 thus 81% (all of them were fully
completed). The raw data gathered were analysed by using SPSS 20 for Windows. The
demographic information of the respondents is as follows: 38.30% are male, 61.70% are female
employees, with an age variance of 23 to 60 years old (the mean number of age is
approximately 37 years old). The educational data are that 7.40% of the respondents are high
school graduates, 37% are College graduates, 21% hold a university bachelors degree, and
37
34.60% hold a postgraduate degree (MSc, MA). Additionally, 38.30% of the participants have
held the same job position for less than 5 years, 29.60% for 6 to 10 years, 11.10% for 11 to 15
years, 13.60% for 16 to 20 years and 7.40% for 21 to 25 years. Moreover, 53.10% of the
population hold a permanent position and 46.90% hold a contract of employment (all
demographic information is included in Appendix VI).

Figure 3: Gender pie chart

38.27%

Male
Female

61.73%

Figure 4: Years of service pie chart

7.41%
13.58% 38.27%
0-5
11.11%
6 - 10
11 - 15
16 - 20
21 - 25

29.63%

Figure 5: Type of position pie chart

46.91% Permanent
53.09%
Contract of
Employment

38
 4.2.1 Descriptive statistics of research questions

The questionnaire was designed based on the thematic list which arose from the managers
interviews, and in order to analyse the raw data more efficiently the list was separated into four
sections, each one based on a different subject. These are Usefulness of change in UCY,
Usefulness of changes in my duties and responsibilities, Trust in management and
Communication strategy (All SPSS analysis is included in Appendix VII). The analysis of the
data will now be discussed.

Section B1: The responses in Usefulness of change in UCY showed that the majority of the
employees believe that changes are useful for the advancement of an organisation and that
changes lead an organisation towards excellence. Moreover, most of the participants (n=80)
support the way the administrative services of UCY function need to change, but its
development and changes, in general, are discouraged by the organisations culture (67.90%
support this, n=55), and its bureaucratic system (88.90%, n=72). On the other hand, 71.60% of
the respondents support that the adaptation of new functioning methods in UCY is for the
benefit of the employees while 28.4%, disagree with this opinion but then again, most of the
participants seem to realise (n=54) the purposes behind the changes that take place in UCY.

Section B2: The responses in Usefulness of changes in my duties and responsibilities showed
that only 7.40% (n=6) do not cooperate with their colleagues in order to achieve the successful
implementation of the changes and 82.70% (n=76) believe that changes provide them with the
ability for personal improvement as well as for the development of new skills. Further to this, 74
respondents (91.30%) support the statement that they always apply the changes that their Dean
/ Chairman of Department / Manager suggests, while opinions vary at the point of whether the
various changes that have been put in force in the Faculty/Department/Service have increased
their productivity and effectiveness (59.20% for and 40.70% against). Moreover, in the
statement I accept changes to my duties and my responsibilities 86.40% of the participants
(n=70) responded positively. In figure 6 a cross-comparison of this statement with gender
clarifies that 70% of female participants accepted changes in their duties and responsibilities
more easily than male participants (48.4%). This statement was also cross-compared with the
type of position held, in which results revealed that holders of a contract of employment
(73.70%) accepted changes more easily in their duties and responsibilities than permanent
employees (46.50%) (Figure 7).

39
Figure 6: Cross-comparison between question B2.4 and gender

Figure 7: Cross-comparison between question B2.4 and type of position

Moreover, responses showed that participants express their dislike for the proposed changes
(which they believe are going to influence their vested rights) to their colleagues (85.20%),
something that might suggest that they are influenced by their colleagues opinions regarding
changes (Oreg, 2006). Furthermore, during the period of change half of the participants do not
gladly come to the office (54.30%), while 66.60% (n=54) feel anxious and insecure. Anxiety and
insecurity were cross-compared with the type of position, with results proving that during the
period of change, both categories of employees are influenced by these feelings, with only a
minor difference present (81.60% contract of employment and 60.50%) (Figure 8).

Figure 8: Cross-comparison between question B2.8 and type of position

40
Additionally, 66.70% (n=54) of the participants had the courage to admit that in cases where
internal changes negatively affect their duties and the way they perform them, they will then
reduce their productivity, while 81.50% expressed their objection to their Dean/Chairman of the
Department/Manager in those cases where internal changes negatively affected their duties and
the way they performed them. Paradoxically, most of the participants would not ask for a
transfer when internal changes negatively affect their duties (69.20%, n=56). Since results for
question B2.10 showed that most of the participants express their objection, a comparison of
views with gender showed that females (90%) express their objection more than males
(77.40%) (Figure 9). Moreover, a cross-comparison between B2.10 and the type of position held
brought to light that participants generally feel confident enough to express their objections. The
type of position does not seem to play a significant role since the difference is not enormous
(83.70% permanent 63.10% contract of employment) (Figure 10).

Figure 9: Cross-comparison between question B2.10 and gender

Figure 10: Cross-comparison between question B2.10 and type of position

Section B3: The responses in Trust in Management indicated that 64.20% of the participants
believe that the changes promoted by the management of UCY are not suitable and for the

41
benefit of the employees. This question was cross-compared with years of service in the
organisation and results showed that employees with more than 5 years of service do not seem
to believe the management of UCY that the changes they promotes are suitable or that they are
aimed towards the benefit of the employees (Figure 11).

Figure 11: Cross-comparison between question B3.1 years of service

Despite the results in question B3.1, participants allege that they trust the management of UCY
to promote changes which are suitable and for the benefit of the organisation and its
advancement. Additionally, the majority of the participants (around 60%) state that changes that
were made in the past by the management of UCY did not negatively affect employees vested
rights but were made for the benefit of employees. On the contrary, 54.30% (n=44) of the
participants do not believe that the management of UCY is working towards the achievement of
desirable outcomes which in no way influence the vested rights of the employees.

Section B4: The responses in the Communication strategy section, illustrated that 71.60% of
the participants agree that the management of UCY informs the personnel (with circulars,
announcements, meetings) of the proposed changes while almost half of them (56.80%) agree
that the Dean/Chairman of the Department/Manager neither informs nor explains to the
personnel the causes which led to the proposed changes. Additionally, the majority of the
personnel are not pleased with being briefed by the Dean/Chairman of the Department/
Manager regarding the proposed changes. Noticeable results are those answers to questions
B4.4 and B4.5 where the responses do not differ significantly. Specifically, participants clearly
agree that their Dean / Chairman of the Department / Manager does not inform them
beforehand and about the proposed changes that affect them personally nor does he/she
encourage the personnel to get involved in the change process and express their opinion.
Furthermore, 67.90% of the participants believe that it is entirely the managements
responsibility if a proposed change does not produce the desired results while 87.70% rejects
that it is the employees responsibility if a proposed change does not produce the desired
42
results. Finally, almost all respondents, (96.30%) agree that in order for all changes to be
attained successfully; there must be a commitment from all parties.

Table1: Mean scores of questions

Usefulness of change in UCY N Mean

Valid Missing

B1.1. Usefulness of change in UCY - I believe that changes are useful for the
81 0 3.54
advancement of an organisation
B1.2. Usefulness of change in UCY - I believe that changes lead an organisation towards
81 0 3.15
excellence
B1.3. Usefulness of change in UCY - I believe that the way the administrative services of
81 0 3.54
UCY function needs to change
B1.4. Usefulness of change in UCY - I believe that the way the bureaucratic system of
81 0 1.89
UCY is functioning encourages its development
B1.5. Usefulness of change in UCY - I believe that the culture of UCY encourages
81 0 2.16
changes to the system, the policy and the way it functions
B1.6. Usefulness of change in UCY - The adaptation of new functioning methods in the
81 0 2.88
organisation is geared towards the benefit of the employees
B1.7. Usefulness of change in UCY - I understand the purpose of changes that are
81 0 2.73
occurring in UCY

Usefulness of changes in my duties and responsibilities N Mean

Valid Missing

B2.1. Usefulness of changes in my duties and responsibilities - I always cooperate with my

81 0 3.38
colleagues in order to achieve the successful implementation of the proposed changes
B2.2. Usefulness of changes in my duties and responsibilities - I believe that changes
81 0 3.15
provide the opportunity for personal improvement as well as the development of new skills
B2.3. Usefulness of changes in my duties and responsibilities - I always apply the changes
81 0 3.35
that are suggested by the Dean / Chairman of the Department / Manager
B2.4. Usefulness of changes in my duties and responsibilities - I accept changes to my
81 0 3.09
duties and my responsibilities
B2.5. Usefulness of changes in my duties and responsibilities - I believe that the various
changes that have been put into force in the Faculty / Department / Service have 81 0 2.65
increased not only my productivity but also my effectiveness
B2.6. Usefulness of changes in my duties and responsibilities - I always express my dislike
about the proposed changes (which I believe are going to influence my vested rights) to 81 0 3.16
my colleagues
B2.7. Usefulness of changes in my duties and responsibilities - I gladly come into the office
81 0 2.59
during the period of changes
B2.8. Usefulness of changes in my duties and responsibilities - During the period of
81 0 2.77
change I feel anxiety and insecurity
B2.9. Usefulness of changes in my duties and responsibilities - In cases where internal
81 0 2.74
changes negatively affect my duties and the way I perform them I reduce my productivity
B2.10. Usefulness of changes in my duties and responsibilities - In cases where internal
changes negatively affect my duties and the way I perform them I always express my 81 0 3.00
objection towards the Dean / Chairman of the Department / Manager
B2.11. Usefulness of changes in my duties and responsibilities - In cases where internal
81 0 2.21
changes negatively affect my duties I ask for a transfer

43
 Trust in the Management N Mean

Valid Missing

B3.1. Trust in the Management - I trust that the changes promoted by the management of
81 0 2.33
UCY, are the suitable towards the benefit of the employees
B3.2. Trust in the Management - I trust that the changes promoted by the management of
81 0 2.67
UCY, are the suitable towards the benefit of the organisation
B3.3. Trust in the Management - I trust that the management of UCY is working towards
the achievement of desirable outcomes which in no way influence the vested rights of the 81 0 2.48
employees
B3.4. Trust in the Management - I believe that changes that were made in the past by the
81 0 2.43
management of UCY negatively affected the employees vested rights
B3.5. Trust in the Management - The changes that were previously made in the
81 0 2.59
organisation positively affected its advancement
B3.6. Trust in the Management - The previous changes that were made in the
81 0 2.60
organisation were made for the benefit of its employees

Communication Strategy N Mean

Valid Missing

B4.1. Communication Strategy - The management of UCY informs the personnel (with
81 0 2.78
circulars, announcements, meetings) about the proposed changes
B4.2. Communication Strategy - The Dean / Chairman of the Department / Manager
81 0 2.40
informs and explains to the personnel the causes which led to the proposed changes
B4.3. Communication Strategy - The briefing of the personnel by the Dean / Chairman of
81 0 2.35
the Department / Manager regarding to the proposed changes is informative
B4.4. Communication Strategy - My Dean / Chairman of the Department / Manager
81 0 2.43
informs me beforehand in relation to the proposed changes that affect me personally
B4.5. Communication Strategy - My Dean / Chairman of the Department / Manager
encourages the personnel to get involved in the change process and express their 81 0 2.53
opinions
B4.6. Communication Strategy - I believe it is entirely the managements responsibility if a
81 0 2.89
proposed change does not produce the desired results
B4.7. Communication Strategy - I believe it is entirely the employees responsibility if a
81 0 1.93
proposed change does not produce the desired results
B4.8. Communication Strategy - I believe that in order for all changes to be successfully
81 0 3.64
attained there must be a commitment from all parties concerned

The table1 with the mean scores for each question indicates with a simple number the average
score on each question, and therefore the level of agreement.

The top 3 scores are found in the following questions:

1. B4.8. Communication Strategy - I believe that in order for all changes to be successfully
attained there must be a commitment from all parties concerned. (Score 3.64)
2. B1.1. Usefulness of Changes in UCY - I believe that changes are useful for the
advancement of an organisation (Score 3.54)

44
 3. B1.3. Usefulness of Changes in UCY - I believe that the way the administrative services
of UCY function needs to change (Score 3.54)
A score close to 4 means that the average respondents strongly agree with the above
statements.

The lowest 3 scores are found in the following questions:

1. B1.4. Usefulness of Changes in UCY - I believe that the way the bureaucratic system of
UCY is functioning encourages its development (Score 1.89)
2. B4.7. Communication Strategy - I believe that it is entirely the employees responsibility,
if a proposed change does not produce the desired results (Score 1.93)
3. B1.5. Usefulness of Changes in UCY - I believe that the culture of UCY encourages the
changes in the system, the policy, and the way it functions (Score 2.16)
A score close to 2 indicates that the average respondents disagree with the above statements.

4.2.2 Data Analysis

Since each section comprised of a different number of questions, the researcher decided to
group them; hence, a relative weight was given to each question. In this way, the number of
questions in each section did not affect the total score. Also, the questions have different levels
of importance which ranges from moderately important questions to very important questions.
This means that the greater the importance, the higher the weight. This weight adds up to 25
points for each section in order to be able to compare the scores using a standardised
methodology. Since the highest score in each question is 4 (Strongly Agree) and the lowest is
1 (Strongly Disagree), the highest score a respondent can achieve is 100 by answering
strongly agree, while the lowest is 25 by answering strongly disagree, in all the questions of
each section.

Table 2: Mean scores of sections

Statistics
Section A Section B Section C Section D
Valid 81 81 81 81
N
Missing 0 0 0 0
Mean 68.5062 69.3704 63.0741 64.0741
Median 69.0000 69.0000 63.0000 66.0000
Std. Deviation 9.88069 9.15348 9.12384 8.00746
Minimum 44.00 48.00 41.00 35.00
Maximum 92.00 91.00 100.00 81.00

45
The above table indicates that the average score for Section A is 68.5, for Section B the
average score is 69.4, which is the highest, whereas the average score for Section C is 63.0
and for Section D the score is 64.0. The mean of each section is shown in the box plots of the
confidence interval of the mean scores.

Box plots of the confidence interval of the mean scores:

Strongly Agree

Agree

Disagree

Strongly Disagree

Table 3: Correlations of sections

Paired Samples Correlations N Correlation Sig.
Pair 1 Section A & Section B 81 .591 .000
Pair 2 Section A & Section C 81 .482 .000
Pair 3 Section A & Section D 81 .397 .000
Pair 4 Section B & Section C 81 .549 .000
Pair 5 Section B & Section D 81 .328 .003
Pair 6 Section C & Section D 81 .427 .000

The correlation of all sections is statistically significant since the significant score is below 0.05;
thus, it is positive in all cases.

Table 4: Paired sample t-test of sections

Paired Differences t df Sig.

Mean Std. Std. 95% Confidence (2-

Deviation Error Interval of the tailed)

Mean Difference
Lower Upper

Pair 1 Section A Section B -.86420 8.63388 .95932 -2.77330 1.04491 -.901 80 .370
Pair 2 Section A Section C 5.43210 9.69141 1.07682 3.28915 7.57505 5.045 80 .000
Pair 3 Section A Section D 4.43210 9.94351 1.10483 2.23341 6.63079 4.012 80 .000
Pair 4 Section B Section C 6.29630 8.68396 .96488 4.37612 8.21648 6.525 80 .000
Pair 5 Section B Section D 5.29630 9.99180 1.11020 3.08693 7.50567 4.771 80 .000
Pair 6 Section C Section D -1.0000 9.21683 1.02409 -3.03801 1.03801 -.976 80 .332

46
The above Paired sample t-test of sections helped the researcher to investigate whether pairs
of sections have a statistically significant difference and if not, then it is assumed that one sector
influenced the other. The comparison of the four different sections results in the creation of six
pairs. The test statistic is displayed in column Sig (2-tailed) and when its value is greater than
0.05 this means that there is no statistically significant difference between the two sections.

The analysis indicated that four cases have a significant coefficient lower than 0.05, and have a
statistically significant difference between them, while two cases have no significant difference
between them. Specifically, pairs 1 and 6 have a significant difference of below 1. This means
that employees tend to separate the sections into two groups, usefulness of change in UCY
with usefulness of change to their duties and responsibilities and trust in the management
with communication strategy. With pairs 2, 3, 4 and 5 the difference is between 4 and 6 units,
which means that employees tend to be more positive about the usefulness of change in UCY
and the usefulness of change to their duties and responsibilities than about trust in the
management and communication strategy. These lead us to the conclusion that communication
strategy affects the trust in management and vice versa. The same happens with usefulness of
changes in UCY and usefulness of changes in my duties and responsibilities.

4.2.3 Quantitative Analysis Conclusion

The quantitative data analysis brought to light many aspects of the employees responses
regarding their thoughts, beliefs and opinions about organisational changes within UCY. The
results were analysed through the use of SPSS 20. Descriptive statistics of research questions
as well as data analysis were separated into four sections which were linked to the four sections
of the questionnaire and analysed relatively.

4.3 Discussion of Findings

The interpretation of the findings of the two research methods; the interviews and the
questionnaire, and the use of secondary data on resistance to organisational change, helped to
obtain a general idea of the real aspects regarding resistance in UCY. The use of triangulation
contributed to the configuration of this idea. The research questions of this case study, what
impact does resistance have on organisational change? and the sub research questions what
causes resistance to change, what impact does resistance have on the process of change and
what impact does resistance have on the effectiveness of change? offered a guideline to the
researchers attempt to analyse the nature of the above mentioned issue. The empirical
47
research has shown that managers and employees have a mutual perception of certain issues,
while others have divergent opinions. These views are either strengthened or discharged by the
literature.

The mutual perceptions of managers and employees concentrated on their belief that changes
generally lead an organisation towards excellence and are useful for its advancement, while
believing that changes provide the opportunity for personal improvement, the development of
new skills and increase of productivity and effectiveness. Moreover, it seems that it is a
common belief that administrative services of UCY need to change, but the bureaucratic system
based on which the organisation functions coupled with the organisations culture do not
encourage changes. As Bluedorn and Lundgren (1993) state, the role of organisational culture
during the change process is the most important, as it confirms or denies the legitimacy of the
new arrangements, and particularly when the taken-for-granted ways in which emotion at work
is dealt with, may encourage or discourage employees to adapt the changes on an individual
level (Smolan and Sayers, 2009). In addition, Diamond agrees that in bureaucratic
organisations the culture is based on superior subordinate relations while arrangements
reinforce human tendencies to avoid the anxiety of conflict and change (1986:549).

A point, at which opinions differ, however, is employees readiness to accept organisational

changes. Although all managers noted that employees were not always ready and willing to
accept changes, two of them agreed that employees resist changes most of the time, mainly
due to their character and personality. Employees, on the other hand, indicated that they accept
changes to their duties and responsibilities (86.40%) and that they always apply the changes
that are suggested by the Dean/Chairman of the Department/Manager (91.30%). According to
Armenakis and Harris (2009) who investigated readiness to change in depth, management must
first enter into a process of diagnosing the employees characteristics and motivations towards
the proposed changes, and then follow a persuasive strategy before proceeding to the
implementation of the changes, since it is very important to place emphasis on employees
involvement and participation.

Another contradictory point, which resulted from the two parts concerned the communication
strategy is the managers and employees opinion on the amount of advance notice regarding
changes. On the one hand managers state that they always inform all their subordinates
regarding the forthcoming changes and that they encourage them to become actively involved
in the change process. On the other hand, employees allege that their direct supervisors do not
inform them adequately about the causes which led to the proposed changes. In particular,
48
56.80% of the respondents believe that they do not obtain informative briefings regarding the
changes, while opinions vary concerning the information employees receive beforehand
regarding the proposed changes that affect them on a personal level, and the encouragement
they have in order to become involved in the change process and express their opinions.

Moreover, Kotter and Schlesinger (1979) believe that education and communication contribute
to employees familiarisation with the nature of change and, thus, control their feelings of
uncertainty. Furthermore, communication among both sides helps employees in the
implementation of change, and creates a background for mutual understanding and trust
(Costello, 1994), since the communication of ideas helps people see the need and the logic
behind change (Price, 2009).

Further to the above, Oreg (2006) identified that the lack of detailed information and guidance
may possibly lead to resistance. According to the managers, employees might verbally
complain and doubt the proposed change effectiveness, undermining its value or simply be
frustrated. Another way that employees pose their objection, which might be considered, is by
expressing their dislike of the proposed changes (which they believe are going to influence their
vested rights) to their colleagues (85.20%). In addition to this result, van den Heuvel and Schalk
(2009:288) support the theory that complaining to management or convincing colleagues that
the change is a good or a bad development can be described as behavioural resistance.

Another fact which arose following the quantitative data analysis concerns the employees trust
in the management. In some aspects, it was shown that respondents do not trust that the
changes promoted by the management of UCY are suitable and geared towards the benefit of
employees (64.20%). Moreover, it seems that respondents are not totally convinced that the
management of UCY works towards the achievement of desirable outcomes which in no way
influence their vested rights because 54.30% support this and 45.70% feel trust. This tendency
is also supported by Oreg (2006) who claims that lack of trust in managements forthright
intentions and ability to achieve fair and favourable results is one of the reasons for resistance
to change. In some other aspects, employees believe that previous changes have not
negatively affected their vested rights (58%) while previous changes positively affected the
organisations advancement (49.40%).

49
 4.3.1 Conclusion

The findings of qualitative and quantitative methods have led to many interesting and useful
conclusions about resistance to organisational change in UCY. The themes arisen from
thematic analysis in connection and comparison with SPSS analysis have shown that managers
and employees support the idea that changes are necessary and useful both for the
advancement of UCY and individually. Nevertheless, it seems that employees are not
completely satisfied with the management of UCY and their Facultys/Departments/Services
communication strategy.

50
 CHAPTER 5: CONCLUSION

The present research gathered information from the managers and the administrative
employees of UCY related to resistance to organisational change. The initial aim was to
investigate the causes of resistance and to what extent their impact affects the process of
organisational change and effectiveness of organisational change.

5.1 General Discussion of Findings

Several conclusions emerged from the results of this research. Perhaps the most interesting
finding of all is that the administrative employees of UCY resist the changes which have a direct
effect on their duties, responsibilities and vested rights. As Van den Heuvel and Schalk (2009)
state, as a result of change, employees can start thinking whether the change is necessary or
beneficial for them, and feel disappointed when it is not.

Moreover, a number of the employees (55.60%) claim that the changes promoted by the
management of UCY are suitable and benefit the organisation, and some others (48.10%)
believe that past changes were made for the benefit of its employees. This statement was also
proven in Van den Heuvel and Schalks (2009:308) empirical study which states that the more
the organisation has fulfilled its promises in the perception of the employees, the less effective
the resistance that employees show towards the organisational change. Surprisingly, the
aforementioned statement contradicts certain employees opinions who do not believe that the
management of UCY works towards the achievement of desirable outcomes which in no way
influence their vested rights. In support of these findings, Van den Heuvel and Schalk indicate
that a decrease in employees trust regarding the managements changes drives an increase of
resistance towards organisational change (2009:309).

Furthermore, as it arises from the managers interviews, UCY is an organisation which, within
the bureaucratic system, applies innovative changes. The achievement of the European
Foundation for Quality Management (EFQM) Commitment to Excellence status led UCY to
improve its organisational performance and effectiveness, which were simultaneously aimed
towards the organisations advancement and the employees development. In addition, Smith
(2011) agrees that when organisations adopt and commit to high quality services, and focalise
on high performance, these lead to ongoing organisational changes. In the case of UCY, these
changes are applied based on Kurt Lewins planned change management model since they
emerge from internal plans, needs and vision. Moreover, the type of organisational change
51
process that UCY focuses on is mainly the developmental type e.g. team building or enhancing
communication and occasionally the transitional type e.g. new techniques, programs and
methods (Costello, 1994).

The above conclusions, along with the discussion of the findings, seem to reveal that
employees resistance to organisational changes in UCY depends on how and to what extent
their duties, responsibilities and vested rights are affected. This view was also shared by the
managers who state that people do not accept changes easily, especially in their duties and
responsibilities, because they may be afraid of losing their ownership or because it will result in
an increase in their duties and responsibilities or simply, may affect their vested rights.
Moreover, many times, employees do not just resist change itself (Dent and Goldberg, 1999),
instead they resist because they are afraid of the consequences connected with the change in
status quo, but also the reasons for the change and the way which change is managed (Van
Dijk and van Dicki, 2009).

Consequently, the research found that UCY employees resistance does not seem to impact the
organisations change process negatively because the causes of resistance are concentrated in
their duties, responsibilities and vested rights. The key of success in relation to resistance to
organisational change is found in the magic word communication. As employees stated, there
is not sufficient information regarding the proposed changes from their supervisors, while
opinions differ as to whether supervisors encourage employees to get involved in the change
process and express their opinions, and whether supervisors inform employees beforehand
about the changes that affect them personally. For these reasons, communication strategy
needs to be enhanced. In connection with these, and as Kotter and Schlesinger mention,
communication and education are the most important factors for dealing with resistance since
communication of ideas helps people see the need for, and the logic behind change
(1979:134).

To sum up, the most promising finding of this research is that UCYs management and
employees are aware that in order for a contemporary organisation to be successful, change in
any form is necessary (Rousseau, 1998, cited in van Dijk and van Dicki, 2009).

52
5.2 Recommendations for Future Research

Contemporary organisations may face resistance when they decide to proceed with changes.
Changes are constant due to different factors; thus, the resistance phenomenon is an issue
which will possibly preoccupy organisations in the future. For this reason, the empirical findings
of this research can be used in order to conduct further research. This issue can be examined
from different perspectives e.g. ways of increasing employees trust in management, ways in
which employees could contribute in the change process, ways of enhancing the
communication strategy and ways in which resistance could be seen as beneficial. In addition, a
possible further research project should include a bigger sample, comprising both academic and
administrative staff or it could include samples from all public universities in Cyprus, both from
employees and managers, for more objective results and therefore for more representative
conclusions. Despite the fact that this research has been concentrated on resistance to change
in UCY, its findings could be used for the other two public universities in Cyprus which operate
within the same operational environment.

5.3 Limitations of the Research

One of the main limitations of the present research is that its findings can only be used for UCY
and for other public universities in Cyprus. An equally important limitation is that despite the fact
that the interviewees were only three out of the six members of the Management Board, it took
the researcher a great deal of effort for the interviews to be conducted, since it was difficult to
locate the managers due to their extremely busy schedule. This caused further delays for the
steps of the research process that followed. Further to these limitations, due to the flexibility of
the thematic analysis, there may be both positive and negative effects. The expression that
anything goes (Braun and Clarke, 2008:95), which reflects on thematic analysis, does not
always constitute the best possible results.

Firstly, the absence of specific and accurate rules of measurement for analysing the data might
create a high percentage of error when attempting to analyse them, and secondly, the
appearance of too many themes might also give rise to a high possibility of error in that same
attempt. Another limitation is the sample size. Although at the beginning it seemed that a
sample of 100 employees would reflect the view of all employees, at the end it showed that the
results would have been more credible if all the administrative employees had been included in
the sample.

53
5.4 Reflections

After all this hard and time-consuming work, starting from the proposal and concluding with the
research results, it can be said that the objectives of this research have been fulfilled since all
research steps and procedures were followed and accomplished as thoroughly as possible.
Despite the fact that during the research period no negative issues came to light, the outcomes
differ from the researchers initial expectations and beliefs. Specifically, the initial expectation
was that administrative employees were more expressive and more demanding regarding
organisational change, thus they would not accept changes easily, a theory that was refuted.

The research process was followed as accurately as possible within the proposals time table
and therefore not many difficulties were encountered. Moreover, the cooperation of both the
managers and the employees was excellent. Just as time is the enemy for many workings to
be fulfilled, however, it was also the case here. Moreover, the researcher found extreme
difficulty with the use of SPSS 20 software, since it was a new experience. Nevertheless, after
hard and persistent work, the necessary results were produced. Despite the fact that this
procedure was quite long and time-consuming, it was also interesting and provided the
researcher with valuable knowledge and experience. Furthermore, as far as the quantitative
data analysis is concerned, it was decided to investigate hypotheses in order to explore any
possible correlations between the answers and hence gain a better understanding of the
results. It the end however, these correlations were considered arbitrary and thus unreliable,
and were not included in the analysis.

54
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60
APPENDIX A

MEMO

TO: Andreas Christofides

Director of Administration and Finance

FROM: Panayiota Charalambous

Office Administrator
Human Resource Service

THROUGH: Glafkos Christou

Human Resource Service Manager

DATE: 25th July, 2012

SUBJECT: Request for permission to conduct a survey for the purposes of a dissertation

I would like to inform you that I am currently attending an MBA distance learning program at Leicester
University in the United Kingdom, which is fully recognized by The Council of Recognition of Higher
Qualifications and I have reached the point of preparing my dissertation. This dissertation includes the
conduction of a survey between the administrative staff of the University of Cyprus, which will deal with
the collection of primary information (data) and will assist in the extraction of conclusions, which will be
used solely for the purposes of this dissertation.

The dissertation will address employee relations, with the main core of the thesis focusing on resistance
to organizational change. The title will be, Resistance as a factor affecting organizational change, the
case of the University of Cyprus. The factor for choosing this subject was none other than my service at
the Human Resources Services department, specifically in the Recruitment and Selection(s) office.

The primary information (data) will be collected using a mixed method, which is a method that combines
both qualitative and quantitative research. Specifically, the qualitative research will be conducted through
personal interviews with three Service Managers, while the quantitative research will be conducted
through the use of a structured questionnaire which will be sent to 100 employees. The questionnaire will
be anonymous, and will make no reference to the Faculty/Department/Service of each employee,
ensuring that the information will remain confidential.

Based on the above, I seek your approval for the conduction of said research, which is expected to take
place at the beginning of October 2012.

Until then, I remain at your disposal for any further information or clarifications you may require,

Panayiota Charalambous
Office Administrator
Human Resource Service

61
APPENDIX B

Participant Information Sheet (Managers)

MEMO

TO: Gregoris Makrides

Research and International Relations Services Manager

Agis Elisseos
Technical Services Manager

THROUGH: Glafkos Christou

Human Resource Service Manager

FROM: Panayiota Charalambous

Office Administrator
Human Resource Service

DATE: October 15th, 2012

SUBJECT: Conduction of a survey for a dissertation with title Resistance as a factor affecting
organisational change. The case of the University of Cyprus

I would like to inform you that I am currently attending an MBA distance learning at Leicester University
in the United Kingdom and I have reached the point of preparing my dissertation. This dissertation
includes among other things, the conduction of a survey between the administrative staff of the
University of Cyprus, and will deal with the collection of primary information which will assist in the
extraction of conclusions which will be used solely for the purposes of this dissertation.

The dissertation will address employee relations, with the main core of the thesis focusing on resistance
to change. The title will be, Resistance as a factor affecting organizational change, the case of the
University of Cyprus.

The primary information will be collected using a mixed method, which combines both qualitative and
quantitative research. Specifically, the qualitative research will be conducted through personal interviews
with three Service Managers; therefore I would like to kindly ask you whether you could, at a time and
date suitable for you, grant me an interview which will last around 30 minutes. Please find attached the
interview questions for preparation purposes. I would also like to point out that for the conduction of this
survey the relevant approval has been granted from the Director of Administration and Finance.

I remain at your disposal for any further information or clarifications you may require,

Panayiota Charalambous
Office Administrator
Human Resource Service

62
APPENDIX C
Resistance as a factor affecting organisational change.
The case of the University of Cyprus.

INTERVIEW

Name of Interviewee:......................................................... Position/Rank: ....................................

1. Do you believe that changes are generally useful? What kind of changes do you
generally apply in your Services and what steps do you follow?

2. What types of change are most common?

3. What benefits do you expect to accrue from these changes?

4. What are the difficulties in managing change?

5. Do you usually inform your employees about the forthcoming changes? Do you
encourage them to get involved in the process? What motives do you give them?

6. What is the role of culture in the organisational change process and what is its impact on
employees emotional responses?

7. Do you believe that employees are always ready to accept organisational change? What
characteristics show whether they are ready or not?

8. What does resistance to change mean for your Services? What types of resistance are
reconstructive or destructive?

9. In your opinion, what are the reasons for employees resistance and in which way do
they resist?

10. How do you prevent or handle resistance?

END OF INTERVIEW

Thank you very much for your time and most valuable help.

63
APPENDIX D

Resistance as a factor affecting organisational change.

The case of the University of Cyprus.

QUESTIONNAIRE

PART A

Please complete the following section:

1. Position: 1. Administrative Staff 2. Academic Staff

2. Gender: 1. Male 2. Female

3. Age: .

4. Educational Qualification: 1. High School (Diploma)

2. College (Diploma)

3. University Bachelors Degree

4. Post Graduate Degree (Msc, MA)

5. Other (please specify):

5. Years of service at the University of Cyprus 1. 05

2. 6 10

3. 11 15

4. 16 20

5. 21 25

6. Type of position: 1. Permanent 2. Contract of Employment

64
PART B

Below you will find a list of factors that are related to Resistance to Organisational Change. Please
circle one of the four choices, 1 strongly disagree, 2 disagree, 3 agree, 4 strongly agree. Please
answer the number scale below which comes closest to your own feelings.
Note: Please note that UCY are the initials of the University of Cyprus
1 Strongly Disagree

2 Disagree

3 Agree

4 Strongly Agree

Usefulness of Changes in UCY

I believe that changes are useful for the advancement of an
1 1 2 3 4
organisation
2 I believe that changes lead an organisation towards excellence 1 2 3 4
I believe that the way the administrative services of UCY function
3 1 2 3 4
needs to change
I believe that the way the bureaucratic system of UCY is functioning
4 1 2 3 4
encourages its development
I believe that the culture of UCY encourages changes to the system,
5 1 2 3 4
the policy and the way it functions
The adaptation of new functioning methods in the organisation is
6 1 2 3 4
geared towards the benefit of the employees
7 I understand the purpose of changes that are occurring in UCY 1 2 3 4

Usefulness of changes to my duties and responsibilities

I always cooperate with my colleagues in order to achieve the
1 1 2 3 4
successful implementation of the proposed changes
I believe that changes provide the opportunity for personal
2 1 2 3 4
improvement as well as the development of new skills
I always apply the changes that are suggested by the Dean /
3 1 2 3 4
Chairman of the Department / Manager
4 I accept changes to my duties and my responsibilities 1 2 3 4
I believe that the various changes that have been put into force in the
5 Faculty / Department / Service have increased not only my productivity 1 2 3 4
but also my effectiveness
I always express my dislike about the proposed changes (which I
6 1 2 3 4
believe are going to influence my vested rights) to my colleagues
7 I gladly come into the office during the period of changes 1 2 3 4
8 During the period of change I feel anxiety and insecurity 1 2 3 4
In cases where internal changes negatively affect my duties and the
9 1 2 3 4
way I perform them I reduce my productivity
In cases where internal changes negatively affect my duties and the
10 way I perform them I always express my objection towards the Dean / 1 2 3 4
Chairman of the Department / Manager
In cases where internal changes negatively affect my duties I ask for a
11 1 2 3 4
transfer

Trust in the Management

I trust that the changes promoted by the management of UCY, are the
1 1 2 3 4
suitable towards the benefit of the employees
I trust that the changes promoted by the management of UCY, are the
2 1 2 3 4
suitable towards the benefit of the organisation
3 I trust that the management of UCY is working towards the 1 2 3 4
65
 achievement of desirable outcomes which in no way influence the
vested rights of the employees
I believe that changes that were made in the past by the management
4 1 2 3 4
of UCY negatively affected the employees vested rights
The changes that were previously made in the organisation positively
5 1 2 3 4
affected its advancement
The previous changes that were made in the organisation were made
6 1 2 3 4
for the benefit of its employees

Communication Strategy
The management of UCY informs the personnel (with circulars,
1 1 2 3 4
announcements, meetings) about the proposed changes
The Dean / Chairman of the Department / Manager informs and
2 explains to the personnel the causes which led to the proposed 1 2 3 4
changes
The briefing of the personnel by the Dean / Chairman of the
3 Department / Manager regarding to the proposed changes is 1 2 3 4
informative
My Dean / Chairman of the Department / Manager informs me
4 beforehand in relation to the proposed changes that affect me 1 2 3 4
personally
My Dean / Chairman of the Department / Manager encourages the
5 personnel to get involved in the change process and express their 1 2 3 4
opinions
I believe it is entirely the managements responsibility if a proposed
6 1 2 3 4
change does not produce the desired results
I believe it is entirely the employees responsibility if a proposed
7 1 2 3 4
change does not produce the desired results
I believe that in order for all changes to be successfully attained there
8 1 2 3 4
must be a commitment from all parties concerned

66
APPENDIX E

Participant Information Sheet (Employees)

Dear colleagues,

Within the framework for the preparation of my dissertation for a distant learning Postgraduate Degree in
Business Administration (MBA) at Leicester University, and with the approval of the Director of
Administration and Finance, I am conducting research amongst the administrative personnel of the
University of Cyprus, which has as its subject the resistance to organisational change.

The present questionnaire is anonymous, and no mention is made with regards to the faculty, the
department, or the service of which you are members. Additionally, I assure you that the information
which will assist in the extraction of any conclusions will be treated as confidential, and will solely be
used for the purposes of my dissertation.

You were chosen randomly, and I would appreciate if you could devote 15-20 minutes of your time in
order to complete the questionnaire. Kindly return the completed questionnaire via internal mail by
Wednesday 19 December 2012.

Thank you in advance for your co-operation,

Panayiota Charalambous
Human Resource Service
(Tel. 22894159)

67
APPENDIX F

Section A. Demographics

A2. Gender

Table 1: Gender statistics

Figure 1: Gender pie chart

38.3% (n=31) male and female 61.7% (n=50)

A3. Age

Table 2: Age statistics

Figure 2: Age histogram

The age of the respondents varies between 23 and 60 years old. The mean number of age is about 37
years old.

68
A4. Education

Table 3: Education Statistics

Figure 3: Education pie chart

7.4% (n=6) of the sample group has a high school education, 37% (n=30) has a college education, 21%
(n=17) have a university bachelors degree and 34.6% (n=28) have a post-graduate degree.

A5. Years of Service

Table 4: Years of service statistics

Figure 4: Years of service pie chart

The majority of the respondents have below 10 years of service, whereas there are 6 respondents with
21 to 25 years of service.

69
A7. Type of position

Table 5: Type of position statistics

Figure 5: Type of position pie chart

In the sample there are 43 permanent employees (53.1%) and 38 employees with contracts (46.9%)

70
APPENDIX G

Descriptive statistics of research questions

Figure 6:B.11. Usefulness of Changes in UCY - I believe that changes are useful for the advancement of
an organisation

Frequency Percent Valid Percent Cumulative Percent

Disagree 1 1.2 1.2 1.2
Agree 35 43.2 43.2 44.4
Valid
Strongly Agree 45 55.6 55.6 100.0
Total 81 100.0 100.0

Figure 7: B1.2. Usefulness of Changes in UCY - I believe that changes lead an organisation towards
excellence

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 1 1.2 1.2 1.2
Disagree 8 9.9 9.9 11.1
Valid Agree 50 61.7 61.7 72.8
Strongly Agree 22 27.2 27.2 100.0
Total 81 100.0 100.0

71
Figure 8: B1.3. Usefulness of Changes in UCY - I believe that the way the administrative services of
UCY function needs to change

Frequency Percent Valid Percent Cumulative Percent

Disagree 1 1.2 1.2 1.2
Agree 35 43.2 43.2 44.4
Valid Strongly
45 55.6 55.6 100.0
Agree
Total 81 100.0 100.0

Figure 9: B1.4. Usefulness of Changes in UCY - I believe that the way the bureaucratic system of UCY is
functioning encourages its development

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 18 22.2 22.2 22.2
Valid Disagree 54 66.7 66.7 88.9
Agree 9 11.1 11.1 100.0
Total 81 100.0 100.0

72
Figure 10: B1.5. Usefulness of Changes in UCY - I believe that the culture of UCY encourages changes
to the system, the policy and the way it functions

Frequency Percent Valid Percent Cumulative

Percent
Strongly Disagree 14 17.3 17.3 17.3
Disagree 41 50.6 50.6 67.9
Valid Agree 25 30.9 30.9 98.8
Strongly Agree 1 1.2 1.2 100.0
Total 81 100.0 100.0

Figure 11: B1.6. Usefulness of Changes in UCY - The adaptation of new functioning methods in the
organisation is geared towards the benefit of the employees

Frequency Percent Valid Percent Cumulative

Percent
Strongly Disagree 2 2.5 2.5 2.5
Disagree 21 25.9 25.9 28.4
Valid Agree 43 53.1 53.1 81.5
Strongly Agree 15 18.5 18.5 100.0
Total 81 100.0 100.0

73
Figure 12: B1.7. Usefulness of Changes in UCY - I understand the purpose of changes that are
occurring in UCY

Frequency Percent Valid Percent Cumulative

Percent
Strongly Disagree 5 6.2 6.2 6.2
Disagree 22 27.2 27.2 33.3
Valid Agree 44 54.3 54.3 87.7
Strongly Agree 10 12.3 12.3 100.0
Total 81 100.0 100.0

Figure 13: B2.1. Usefulness of changes in my duties and responsibilities - I always cooperate with my
colleagues in order to achieve the successful implementation of the proposed changes

Frequency Percent Valid Cumulative

Percent Percent
Strongly Disagree 2 2.5 2.5 2.5
Disagree 4 4.9 4.9 7.4
Valid Agree 36 44.4 44.4 51.9
Strongly Agree 39 48.1 48.1 100.0
Total 81 100.0 100.0

74
Figure 14: B2.2. Usefulness of changes in my duties and responsibilities - I believe that changes provide
the opportunity for personal improvement as well as the development of new skills

Frequency Percent Valid Percent Cumulative

Percent
Strongly Disagree 4 4.9 4.9 4.9
Disagree 10 12.3 12.3 17.3
Valid Agree 37 45.7 45.7 63.0
Strongly Agree 30 37.0 37.0 100.0
Total 81 100.0 100.0

Figure 15: B2.3. Usefulness of changes in my duties and responsibilities - I always apply the changes
that are suggested by the Dean / Chairman of the Department / Manager

Frequency Percent Valid Cumulative

Percent Percent
Disagree 7 8.6 8.6 8.6
Agree 39 48.1 48.1 56.8
Valid
Strongly Agree 35 43.2 43.2 100.0
Total 81 100.0 100.0

75
Figure 16: B2.4. Usefulness of changes in my duties and responsibilities - I accept changes to my duties
and my responsibilities

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 2 2.5 2.5 2.5
Disagree 9 11.1 11.1 13.6
Valid Agree 50 61.7 61.7 75.3
Strongly Agree 20 24.7 24.7 100.0
Total 81 100.0 100.0

Figure 17: B2.5. Usefulness of changes in my duties and responsibilities - I believe that the various
changes that have been put into force in the Faculty / Department / Service have increased not only my
productivity but also my effectiveness

Frequency Percent Valid Cumulative

Percent Percent
Strongly Disagree 4 4.9 4.9 4.9
Disagree 29 35.8 35.8 40.7
Valid Agree 39 48.1 48.1 88.9
Strongly Agree 9 11.1 11.1 100.0
Total 81 100.0 100.0

76
Figure 18: B2.6. Usefulness of changes in my duties and responsibilities - I always express my dislike
about the proposed changes (which I believe are going to influence my vested rights) to my colleagues

Frequency Percent Valid Percent Cumulative Percent

Disagree 12 14.8 14.8 14.8
Agree 44 54.3 54.3 69.1
Valid
Strongly Agree 25 30.9 30.9 100.0
Total 81 100.0 100.0

Figure 19: B2.7. Usefulness of changes in my duties and responsibilities - I gladly come into the office
during the period of changes

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 6 7.4 7.4 7.4
Disagree 38 46.9 46.9 54.3
Valid Agree 20 24.7 24.7 79.0
Strongly Agree 17 21.0 21.0 100.0
Total 81 100.0 100.0

77
Figure 20: B2.8. Usefulness of changes in my duties and responsibilities - During the period of change I
feel anxiety and insecurity

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 7 8.6 8.6 8.6
Disagree 20 24.7 24.7 33.3
Valid Agree 39 48.1 48.1 81.5
Strongly Agree 15 18.5 18.5 100.0
Total 81 100.0 100.0

Figure 21: B2.9. Usefulness of changes in my duties and responsibilities - In cases where internal
changes negatively affect my duties and the way I perform them I reduce my productivity

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 8 9.9 9.9 9.9
Disagree 19 23.5 23.5 33.3
Valid Agree 40 49.4 49.4 82.7
Strongly Agree 14 17.3 17.3 100.0
Total 81 100.0 100.0

78
Figure 22: B2.10. Usefulness of changes in my duties and responsibilities - In cases where internal
changes negatively affect my duties and the way I perform them I always express my objection towards
the Dean / Chairman of the Department / Manager

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 2 2.5 2.5 2.5
Disagree 13 16.0 16.0 18.5
Valid Agree 49 60.5 60.5 79.0
Strongly Agree 17 21.0 21.0 100.0
Total 81 100.0 100.0

Figure 23: B2.11. Usefulness of changes in my duties and responsibilities - In cases where internal
changes negatively affect my duties I ask for a transfer

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 14 17.3 17.3 17.3
Disagree 42 51.9 51.9 69.1
Valid Agree 19 23.5 23.5 92.6
Strongly Agree 6 7.4 7.4 100.0
Total 81 100.0 100.0

79
Figure 24: B3.1. Trust in the Management - I trust that the changes promoted by the management of
UCY, are the suitable towards the benefit of the employees

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 4 4.9 4.9 4.9
Disagree 48 59.3 59.3 64.2
Valid Agree 27 33.3 33.3 97.5
Strongly Agree 2 2.5 2.5 100.0
Total 81 100.0 100.0

Figure 25: B3.2. Trust in the Management - I trust that the changes promoted by the management of
UCY, are the suitable towards the benefit of the organisation

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 3 3.7 3.7 3.7
Disagree 27 33.3 33.3 37.0
Valid Agree 45 55.6 55.6 92.6
Strongly Agree 6 7.4 7.4 100.0
Total 81 100.0 100.0

80
Figure 26: B3`3. Trust in the Management - I trust that the management of UCY is working towards the
achievement of desirable outcomes which in no way influence the vested rights of the employees

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 3 3.7 3.7 3.7
Disagree 41 50.6 50.6 54.3
Valid Agree 32 39.5 39.5 93.8
Strongly Agree 5 6.2 6.2 100.0
Total 81 100.0 100.0

Figure 27: B3.4. Trust in the Management - I believe that changes that were made in the past by the
Management of UCY affected negatively the employees vested rights

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 4 4.9 4.9 4.9
Disagree 43 53.1 53.1 58.0
Valid Agree 29 35.8 35.8 93.8
Strongly Agree 5 6.2 6.2 100.0
Total 81 100.0 100.0

81
Figure 28: B3`5. Trust in the Management - The changes that were previously made in the organisation
positively affected its advancement

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 8 9.9 9.9 9.9
Disagree 25 30.9 30.9 40.7
Valid Agree 40 49.4 49.4 90.1
Strongly Agree 8 9.9 9.9 100.0
Total 81 100.0 100.0

Figure 29: B3.6. Trust in the Management - The previous changes that were made in the organisation
were made for the benefit of its employees

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 8 9.9 9.9 9.9
Disagree 25 30.9 30.9 40.7
Valid Agree 39 48.1 48.1 88.9
Strongly Agree 9 11.1 11.1 100.0
Total 81 100.0 100.0

82
Figure 30: B4.1. Communication Strategy - The management of UCY informs the personnel (with
circulars, announcements, meetings) about the proposed changes

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 3 3.7 3.7 3.7
Disagree 20 24.7 24.7 28.4
Valid Agree 50 61.7 61.7 90.1
Strongly Agree 8 9.9 9.9 100.0
Total 81 100.0 100.0

Figure 31: B4.2. Communication Strategy - The Dean / Chairman of the Department / Manager informs
and explains to the personnel the causes which led to the proposed changes

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 8 9.9 9.9 9.9
Disagree 38 46.9 46.9 56.8
Valid Agree 30 37.0 37.0 93.8
Strongly Agree 5 6.2 6.2 100.0
Total 81 100.0 100.0

83
Figure 32: B4.3. Communication Strategy - The briefing of the personnel by the Dean / Chairman of the
Department / Manager regarding to the proposed changes is informative

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 11 13.6 13.6 13.6
Disagree 35 43.2 43.2 56.8
Valid Agree 31 38.3 38.3 95.1
Strongly Agree 4 4.9 4.9 100.0
Total 81 100.0 100.0

Figure 33: B4`4. Communication Strategy - My Dean / Chairman of the Department / Manager informs
me beforehand in relation to the proposed changes that affect me personally

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 11 13.6 13.6 13.6
Disagree 28 34.6 34.6 48.1
Valid Agree 38 46.9 46.9 95.1
Strongly Agree 4 4.9 4.9 100.0
Total 81 100.0 100.0

84
Figure 34: B4.5. Communication Strategy - My Dean / Chairman of the Department / Manager
encourages the personnel to get involved in the change process and express their opinions

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 8 9.9 9.9 9.9
Disagree 31 38.3 38.3 48.1
Valid Agree 33 40.7 40.7 88.9
Strongly Agree 9 11.1 11.1 100.0
Total 81 100.0 100.0

Figure 35: B4.6. Communication Strategy - I believe it is entirely the managements responsibility if a
proposed change does not produce the desired results

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 2 2.5 2.5 2.5
Disagree 24 29.6 29.6 32.1
Valid Agree 36 44.4 44.4 76.5
Strongly Agree 19 23.5 23.5 100.0
Total 81 100.0 100.0

85
Figure 36: B4.7. Communication Strategy - I believe it is entirely the employees responsibility if a
proposed change does not produce the desired results

Frequency Percent Valid Percent Cumulative Percent

Strongly Disagree 17 21.0 21.0 21.0
Disagree 54 66.7 66.7 87.7
Valid Agree 9 11.1 11.1 98.8
Strongly Agree 1 1.2 1.2 100.0
Total 81 100.0 100.0

Figure 37: B4.8. Communication Strategy - I believe that in order for all changes to be successfully
attained there must be a commitment from all parties concerned

Frequency Percent Valid Percent Cumulative Percent

Disagree 3 3.7 3.7 3.7
Agree 23 28.4 28.4 32.1
Valid
Strongly Agree 55 67.9 67.9 100.0
Total 81 100.0 100.0

86
APPENDIX H
MBA DISSERTATION PROPOSAL
PANAYIOTA CHARALAMBOUS
MBA (DISTANCE LEARNING)
079019819
MAY 2008
CYPRUS

NO SPECIALISM

I have discussed the Dissertation title along with various queries I had for the preparation of the
Proposal, with Dr Deborah Price. I had two telephone workshops with the Tutor and also posted
27 threads on the Blackboard.

WORD COUNT. To include everything except the AGC Form, references and appendices.
No of words = 2,085

Title
Resistance as a factor affecting organisational change. The case of the University of Cyprus.

Abstract

In a rapidly changing environment, organisations are facing numerous challenges leading to reformation.
The main question is, whether employees are ready and willing to accept or resist change. Resistance to
change reconciles attitudes performed by change recipients, in order to delay or discontinue
organisational change (Lines, 2004).

The intention of this study, is to explore the employees resistance to organisational changes in the
University of Cyprus, by examining the resistance reasons, and the consequences on the decision-
making process related to the changes (Zigarmi and Hoekstra, 2011).

In the exploratory research, primary data will be gathered based on mixed method, to analyze different
sides of organisational reality (Zamanou and Glaser, cited in Bryman and Bell, 2007:646). The qualitative
research will be based on a face-to-face interview, using a semi-structured questionnaire whilst the
quantitative research will use anonymous self-completion structured close-end questionnaires. Non-
probability sampling method will be used, which might increase the possibility of bias. Some barriers
related to the access to data, the time pressure and the interviewees participation, may appear.

The findings, will contribute into better understanding of the employees reactions towards changes and
may be used to promote an essential dialogue between employees and management, in order to
overcome resistance.

Introduction:

The purpose of this research is to explore the impact that resistance has on organisational changes in
the University of Cyprus, the reasons leading employees to resistance and its influence on the decision-
making process related to the changes (Zigarmi and Hoekstra, 2011). Additionally, the research will
strive to define the consequences of resistance on the change process.

Especially of note, is that literature review will contribute in visualising, interpreting and understanding
better the primary data gathered from both main and sub-questions.

Specifically, the main research question is:

What impact resistance has on organisational change?

87
In order to perceive an overall picture the following sub-questions will be addressed to:

(1) What causes resistance to change?

(2) What impact resistance has on the process of change?

(3) What impact resistance has on the effectiveness of change?

Research Interest:

I am an administrative staff at the Human Resources Services of the University of Cyprus. Various
projects have been suspended due to resistance, so I will seek to locate the factors leading employees
to adverse behaviours to organisational changes and interpret their reactions. This interpretation will
hopefully enable Human Resources Services to promote an essential dialogue between employees and
management, in order to overcome resistance.

Relation to Previous Research

Organisations are living systems with structure, process, and goals (Burke, 2002), depending on
environmental pressures, such as group dynamics and human behaviours (Schein, 1980). The
possibility or inevitability of organisational mortality is the driving force behind change (Singh et al.,
1986).

Organisational change can refer to alteration in procedures and operations (Linstead et al., 2004), which
might be the result of challenges of growth, economic downturns, technical changes or even competitive
pressures (http://www.cipd.co.uk/hr-resources/factsheets/change-management.aspx.). Change
interrupts organisations normal patterns and request participants to enact new patterns (Minztzberg and
Waters, 1985).

To understand the change process, Kurt Lewin developed a three phase model of change, the
unfreezing (change need), the changing (new processes) and refreezing (positive change) (Linstead et
al., 2004).

Change process influences management and employees relationship. The psychological contract helps
people perceive their mutual obligations in their relationship (Van den Heuvel and Schalk, 2009) and the
fulfilment of it, has implications on performance and employees behaviour (Ho and Levesque, 2005).
Under-fulfilment of psychological contract leads to negative outcomes, including anger feelings and job
satisfaction decrease (Lester et al., 2007).

Individuals go through a reaction process when they are personally confronted with change (Bovey and
Hede, 2001), and have diverse adaptation ability and willpower (Darling, 1993), since they experience it
differently (Carnall, 1986). Behaviours are guided by intentions (Armitage and Conner, 2001), and
sometimes its the result of those determined to maintain the status quo and react to change (Cummings
and Worley, 2005). However, when employees make their decisions based on the information available
(Ajzen, 1999), they show job-related contentment and satisfaction (Jimmieson et al., 2008).

Resistance is a natural part of change process and is to be expected (Coghlan, 1993), and occurs
because it goes from the known to the unknown (Bovey and Hede, 2001). Resistance is multi-
dimensional evolving behavioural, cognitive, and affective dimension (Oreg, 2006). Thoughts, feelings
and behaviours are not necessarily good or bad but they can be characterised as positive or negative
(Erwin and Garman, 2009).

Generally, people resist to the loss of status, pay or comfort (Dent and Goldberg, 1999). Employees
reactions can have value for the existence, engagement and change strength, while resistance can be a
critical factor in ultimate success (Knowles and Linn, cited in Ford et al., 2008:368). Kotter and
Schlesinger argued that methods for dealing with change resistance are education and communication,

88
participation and involvement, facilitation and support, negotiation and agreement, manipulation and co-
optation, explicit and implicit coercion (1979:170).

This research will examine the impact of resistance on organisational change. Through the literature, the
causes and the impact that resistance has on change process, and on its effectiveness, will be studied.

Proposed methods

Information for this dissertation will be gathered from literature review and primary data. A mixed
exploratory method will be used to clarify the aspects of resistance to change which are not sufficiently
understood.

Literature review: Sources such as textbooks, academic journals and professional magazines will be
read in order to understand, interpret and explore the work of others (Bryman and Bell, 2007).

Primary data: Collected with interviews and questionnaires (Zikmund, 2003).

A mixed method with a combination of quantitative and qualitative methods will be used, in order to
investigate the participants behaviour and the meaning of actions (Bryman and Bell, 2007). Blaxter et al.
(2001) argue that the quantitative part concerns the collection and analysis of numbers in a structured
method, providing the ability to investigate the exact issues (Bryman and Bell, 2007), whereas, the
qualitative part concerns a non-numeric form and focuses on detail (Blaxter et al, 2001) and words, by
expressing opinions, beliefs and feelings (Bryman and Bell, 2007).

The two research methods, according to Bryman and Bell (2007) provide triangulation, since the different
types of data will examine different parameters of organisational reality (Zamanou and Glaser cited in
Bryman and Bell, 2007:646) about resistance, which affects organisational change and will check the
validity of findings (Faules cited in Bryman and Bell, 2007:413).

During the quantitative research, a self-completion questionnaire will be used to investigate participants
behaviour, which will contain closed-end questions for higher comparability. Some questions format will
be based on the Likert scale and some will have vertical format in an attempt to avoid response bias
(Bryman and Bell, 2007). Data will be analysed by using Excel sheets.

During the qualitative research, a semi-structured questionnaire will be used as it is considered to be a

flexible process of gathering data, difficult to get by observation or questionnaires (Blaxter et al., 2001).
The Managers of three services of the University of Cyprus, will participate in a face-to-face interview, to
express their beliefs and opinions about organisational change as well as their willingness to accept
such change.

Interviews are planned to be carried out first, and then proceed with the questionnaires.

Quota sampling, a non-probability sampling method, will be followed in order to specify the
characteristics of the target population that will be formulated from the beginning of the research
(Bryman and Bell, 2007). In order to decrease sampling error and bias, an increased sample size of one
hundred respondents will be used through internal mail.

Reflections

The researcher of the present dissertation is going to meet a number of different barriers, as the
research process is affected by numerous factors (Bryman and Bell, 2007). Gathering, decoding and
analysing data might be impeded by potential practical and empirical obstacles, whereas, in this master
study, in brief, are concerned with the access to data, the time pressure and the interviewees
participation (both qualitative and quantitative approach).

89
Although the mixed method can get the greater picture of resistance to change, barriers related to time
can easily emerge. The data collection method will be structured restraining the possibility to identify,
measure, and test other parameters that may be related to resistance to change (Bovey and Hede,
2001). Nevertheless, personal / structured interviews help in acquiring complete and precise information
on the other hand however, since they do not guarantee participants anonymity, interviewees may avoid
providing personal and truthful information (Zikmund, 2003).

According to Bryman and Bell (2007) questionnaire is a tool to gather data. Self- completion
questionnaires are easy to be administered and are completed at the participants convenience hence
minimising the possibility of identification of research participants. The absence of supervision may lead
to misunderstandings, wrong interpretation and chaotic answers. While some participants may find the
experience a positive one, for others the experience may be disturbing causing the possibility of a low
response rate, affecting negatively the completion of the process. In order to minimise that effect, a letter
clarifying the reasons for the survey, will be sent both to participants personal e-mails as well as be
attached to the questionnaire sent through internal mail. A preliminary survey will be circulated in a small
sample to identify potential misunderstandings and check the effectiveness of the questionnaire.

Another obstacle is the selection of non-probability method, particularly quota sampling, based on
relevant sample characteristics (Zikmund, 2003). The convenience sampling and the haphazard
selection of respondents, may present a tendency of bias (Zikmund, 2003), but assembles a sample that
indicates a population (Bryman and Bell, 2007). Respondents may underestimate their level of
resistance producing respondent bias (Bovey and Hede, 2001).

Ethical considerations would be based on research relationships, which would be characterised by trust,
integrity, sensitivity, privacy, anonymity. Confidentiality of the participants will be respected and protected
(http://www.britsoc.co.uk/about/equality/statement-of-ethical-practice.aspx).

My employment at the University of Cyprus will influence my role as a researcher and will be biased
since my opinions and beliefs are already shaped. Moreover, the Universitys union sent an e-mail
resisting to the completion of the questionnaire prepared by the Human Resources Services, claiming
that its a non-representative sample and that results will not be reliable. Hence results will not be valued
properly by the management which will do nothing towards the benefit of employees. Based on these,
my main speculation is whether my colleagues will relate my research with that conducted by the Human
Resources Services. Of course, by giving the cover letter, I will explain in appropriate detail, what the
research is about, who is actually undertaking it, why it is being undertaken, and how it is to be
distributed and used (http://www.britsoc.co.uk/about/equality/statement-of-ethical-practice.aspx).

Conclusion

Resistance to change has long been recognised as a critically important factor that can influence the
success of an organisational change effort (Waddel and Sohal, 1998:543).

This exploratory research investigation intends to help understand, define and clarify the different
aspects of resistance to organisational change at the University of Cyprus. Following mixed method,
qualitative and quantitative research will be conducted. Literature will be reviewed to gather informative
materials. Quota sampling, which is declared to be nearly as good as a probability sample (Bryman and
Bell, 2007), despite the high bias, will be followed to circulate the quantitative research questionnaires.
The data gathered will be analysed by Excel sheets.

Concluding and submitting the dissertation on time, is my main concern because different obstacles may
prevent the progress. Process, will start with a pilot survey among the HRS to ascertain how well the
questionnaires function and proceed with distribution. I hope my personal relationship with my
colleagues will convince them to respond positively. The dissertation will be formalised based on the
research results and the literature review. Results will give means to HRS to encourage negotiations
between employees and management for exploiting resistance and use it as an advantage for their
mutual future growth.

90
Timetable

September

November

December

February
October

January
2012

2012

2012

2012

2013

2013
Activities

Weeks 1 2 3 4 1 2 3 4 5 1 2 3 4 1 2 3 4 1 2 3 4 5 1 2
Literature Review
Semi-Structured
Questionnaire Design
(qualitative method)
Interviews
Interviews Data Analysis
Structured Questionnaire
Design (quantitative
method)
Pilot Survey
Finalization of Structured
Questionnaire Design
Questionnaires
circulation
Filling in and return
questionnaires by
participants
Data gathering
Questionnaires Data
Analysis
Christmas and New
Years Holidays
Questionnaires Data
Analysis (2nd week)
Presenting Key Findings
and Discussion Analysis
Write Up
Submission

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Barling, J. and Cooper, L.C. (2008) The Sage Handbook of Organizational Behaviour: Micro
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