White Paper (Organizational Resistance to Advancements in Information Systems)
Jovan Vaughn
Management Information Systems
Abstract
This paper will offer a perspective and solution to Employee Resistance to Advancements in Information Technology. There are several possible reasons for why employees resist. In my opinion the most influential factors are possible employment cuts and additional workload resulting in time spent training & implementing new IT. Throughout this paper I will clearly define why a successful transition into new Information Technologies is the responsibility of Management.
Introduction
The long storied topic of people vs. the machine is still prevalent today. Constant improvements in Information Systems and Information Technologies has caused unrest amongst employees directly impacted by such changes. Employee unrest results in resistance to new Information Technology. In this dilemma lies the responsibility of Managers to expedite a successful transition between the organization and new Information Systems and Technology. The possibility of employment cuts as a result of new Information Technology and additional workload resulting from the time spent learning and implementing new IT are the threatening factors that cause employees to resist incorporation of new technologies. Poor expedition of new Information Technologies could result in severe lag time in employees learning software, which could lead to a costly drop in production. It could also cause a high rate of employee turnover.
Background of Issue
Every technological boom offers established organizations as well as new to market organizations the opportunity to maximize its valuable resources and innovate new processes that could decrease operational costs as well as increase profit margins. The two most recent tech booms have molded the way organizations operate business processes. The computer and internet boom have provided endless advantages to customers and organizations alike. Every department within an organization utilizes computers and the internet to maximize productivity. When an organization makes the decision to invest in new information technology, the pivotal factor in successful implementation of such new technology is found in the practices of the manager. If the manager succeeds in this transition, then the organization will benefit by having empowered employees with advanced tools to achieve a higher level of success. All things being equal, this success usually results in a higher profit margin and an increase in market share of their respective industries.
If the managers of an organization fail to expedite the transition to new technologies, then employee resistance can begin immediately. Employee resistance to new technologies has an immediate hindrance on productivity as well as damaging factors to its long term success. The key factors leading to employee resistance are fears of employment cuts and additional workload from training & implementation of new IT.
Reasons for Employee Resistance
The fear of failure and the fear of replacement when being trained causes panic in minds of employees. An organization must understand employees are disadvantaged when training starts with panic. This in turn reduces the learning curve and causes a lag in successful implementation and integration of new technologies. In my opinion employees begin to think how new technologies could negatively impact their employment rather than how it could save time and increase individual production. In some cases employees will intentionally resist learning and turn negative energy to the individuals conducting the training. Making employees feel distant from the organization and even the possibility of employee turnover. This is an example of how a poor transition into new Information Technologies by managers can lead to employee resistance.
Employee Perception of Additional Workload
It is common for employees engaged in the training of new technology in the organization to be fearful of an increase in workload resulting from new technologies which typically leads to bottlenecking. In most cases there is a short-term increase in workload because employees usually must learn the new technology on the go. A new technology means new routines and processes to complete job duties. Adding training hours and new routines can be overwhelming and cause panic amongst employees learning new technologies. Not properly addressing the additional workload resulted from new technology implementation can make employees feel taken advantage of and not properly compensated. Disgruntled employees are not the intention of organizations adding new technology, but it could be the result if the transition is not properly managed.
Solutions
Empowering Department Managers
When organizations add new technology they should integrate and offer management the earliest notice to begin the transition. Allowing management to involve employees at an early stage make employees feel empowered. The employees will also look at the addition as advancing their career and not as if they’re being replace. An organization will experience immediately resistance if the employees using the new technology are the last to know of its integration. Having an initial meeting discussing the arrival date, expected training time, and the final date of integration will make the employees feel included in the process. Highlighting the ways in which employees will benefit from the new technology in the initial meeting will create a sense of comfort and excitement towards the new technology. It is imperative employees understand how they will benefit from the changes before they are required to attend mandatory training and take on an additional workload.
Early Stage Employee Integration
Offering employees ample notice of intended training also helps employees maintain their workload and prevent the feeling of being overworked. Early notice allows employee sufficient time needed to finish loose end projects. Resistance will occur when employees facing a work deadline must also participate in training of a new technology. If the management team coordinates new technology training around work deadlines then the pressure of being overwhelmed will be far less significant. This will result in less fear of change and of failure in the new technology. A good observation of this was displayed in an article of the Harvard Business Review, Employees See Death When you Change Their Routine, by Bailey & Raelin. According to Bailey & Raelin, employees resist change because they were told for so long to complete their jobs one way and a change in their routine leads to rebellious nature.
Conclusion
I believe the pivotal factor in implementing a new technology to an organization lies in the fundamentals followed by the management team. Providing sufficient time for employees to prepare for change will increase their security in the change and also in their employment of the firm. The integration of new routines is a naturally disruptive force to the system of operation. This disruption can only be countered by a management team aimed at taking the shock factor out of the change of routine.
Laudon, K & Laudon, J. 2008. Management Information Systems: Managing the Digital Firm, 11th Edition. Prentice Hall.
“Employees See Death When You Change Their Routines,” Harvard Business Review, by James R. Bailey and Jonathan Raelin, 11/23/10.
-Jovan Vaughn. M. B. A.
Marketing Strategist
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