Organizational Stress And Change

Introduction Modern-day organizations currently operate in a fast phase environment that provokes hasty change and with the current environment that add on to the increase in complexity. Within the foundation of the ongoing evolution in the economic, it is unquestionably essential for companies to alter the system they are coordinated in terms of technological and social factors. According to Dupuy (2002), organizations have started to adopt changes as part of the main aspect of organizational life since the 1980s. Examples of organizational changes includes the downsizing, innovations in management and technology, mergers and acquisitions, shifts in terms of time, location, duration, quality and also the quantity of task and responsilibities (Vecchio & Appelbaum, 1995). All these changes have drastically affected work life of stakeholders in the organizations. According to Gibbsons (1998), the level of stress increased among managers and employees by such hasty changes.
It goes without saying that stress in organizational change had caused various health or behavioural problems (Lindstrom, 1990). The increased in organizational stress and its associates with mental health of people in organization has triggered researchers to investigate the adverse effects of stress at the workplace and the level of stress caused by the organizational change (Hansen, 2001). The idea of people resist to organizational change is first introduced by Kurt Lewin back in the 1950s. Since the idea of people resist the organizational change has been introduced, a significant amount of effort has been dedicated by the researches to study the resistance as a response towards organizational change (Shulman, 1982). Resistance is considered as a roadblock to the change. It leads to problems such as stress, low job satisfaction, and in the worst case scenario which is the failure to implement a proposed change in organization (Trice & Beyer, 2001).
Nonetheless, the importance of this