Change Management
After recession, many employers expected their employees to inject more hours into work than they did before the recession. This trend is expected to continue in the near future because employers believe that working extra hours increase productivity. This can however, be dangerous in the long run because it affects employee well being and retention (Lepore, 2011). Organizations that pressurize their employees to work extra hours to increase productivity are faced with the imminent challenge of sharp increase in voluntary turnover especially when these employee's concerns are amicably addressed and talent management initiatives put in place. Work related stress and poor work-life balance weigh down on employees and this negatively impacts companies' ability to keep their best workers. In such organizations, employees hardly have a sense of ownership or participation in new initiatives. In many such organizations, too many initiatives are introduced at the same time thereby making the employees more confused on what they should actually work on. These initiatives often require participation from the same resources. This creates conflict. Members of the organization hardly understand the vision of such organizations. Members are also frustrated with the speed at which new initiatives are introduced without even celebrating the successes of the previous ones.
It is not a secret that many organizations are suffering from change fatigue especially after the recession that rocked robust economies across the globe. Companies that had benefited from growing revenues and expanded their staff and facilities have all over a sudden suffered from poor economic performance that has been characterized with massive layoffs, facility closing, and outsourcing and offshoring (Ganguli, 2011). The remaining staffs have become a demoralized lot. Employees of such organizations have become tired of so much bad news; have become cynical about the future, distrustful of the company, and wary of changing their habits. The employees have taken a wait and see approach. It is very easy to identify organizations that are suffering from change fatigue. The moment you realize that that your communications are not being read by the intended recipients, there are reasons to tart worrying. Some of the employees may not be as enthusiastic as they were when it comes to attending training with others not giving adequate reasons for not attending such trainings. Some employees may choose not to attend informational forums. Another sign that change fatigue is slowly setting in is when people in the organization keep asking same questions over and over. Some sense of pushback or resistance may also be characterized. Members of the organization may also adamant when it comes to adopting new behaviors. All these are a sign that an organization has reached change saturation.
Despite the fact that the change fatigue concept has been around since the late 1990s, the concept has, in the recent past, been less talked about probably because of the introduction of the "change as a constant," tiredness, cynicism, and disengagement. These concepts are widely seen as reaction to regular, constant change (Ferguson, 2011). This can be attested to responses that some managers give when asked about change fatigue in their organizations. Some are on the affirmative that they are not aware about change fatigue but they see it everyday. However, some mangers attest to having not seen any sign of change fatigue in their organizations. The reason as to why some managers do not know about change fatigue is because such a phrase is hardly used within their organizations. However, they attest to some element of cynicism when a change program is announced (Syed, 2010).
Fatigue does set in when the quantity of work given to employees increases and with the type of work they are expected to do that forces them to adopt new working patterns, skills, and behaviors (Ferguson, 2011). Organizations that put in place HR management skills that compels everyone to work in a slightly different way experience staff turnover because the employees may not be ready to learn something new that would more of their energy and focus bearing in mind that it takes 10,000 hours of purposeful practice to develop high performance in a new skill. Goal directed learning is an ingredient of purposeful practice.
Organizations initiate changes that don't get finished. This happens because such organizations lack focused execution to ensure that things actually change (Ferguson, 2011). Lack of actual change after a lot of activity causes cynicism and disillusionment; negative emotions that when held over protracted period of time may lead to fatigue. Change is especially not realized when leaders are moved...
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