The impact of organization inertia and career anchor on organizational change

• Main Authors: Wen-ching Chiang, 江文菁
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/97428281937100313179

碩士 === 世新大學 === 資訊管理學研究所(含碩專班) === 94 === The business environment changes so fast and information technologies improved constantly, the organizations execute many strategies in order to remain self-competitive advantages. The execution of the organization change encounters many difficulties and resistance, these difficulties and resistance augment the inertia of the organization. The most difficulty and resistance of the execution comes form the employees, so the employees’ attitude for the changes is the most successful key of the executing organization change. The employees’ mentality and future career development in their working environment affected by the so called career anchors, the managers have to realize what the development of the career anchors, and then persuade the employees that the changes are good for them and offer them a reward in order to averting the resistance to the changes, so that the organization inertia will be decreased. This research collected the data by the questionnaire investigation, and the objects of the research are the organizations which are applying the new systems. After analyzing, we found the following results. There are correlation and effect between the organization change, the organization inertia and the career anchors. The findings of the research are that “technical competence”, “job security”, “life-style” and “geographical security” are the main career anchors of the composition of the percept of the resistance to the changes, and then “life-style”, “geographical security” and “job security” are the main career anchors of the composition of the percept of the keeping the working convention. By ways of providing the educated training and offering a reward, the managers can inspire the employees and relieve the employees’ resistance to the changes, so that the composition of the employees’ inertia and the organization inertia can be decreased. Then the barrier to the organization change would be banished, and the execution of the organization change would be easier by referring the research findings.