Abstract
Grief, resistance and resentment are significant psychological reactions presenting in employees who have experienced major workplace change. Previous employee communication research has examined how such reactions to organizational change can be ameliorated. However, researchers have started from the premise that change directions are always set by an organization’s leadership. This paper hypothesizes a construct for employee communication that would apply before change directions are set. The paper argues that the application of the construct would enhance employee ownership of change outcomes and correspondingly reduce reactions such as grief, resistance and resentment. The construct applies public relations paradigms to a recently developed change management model based on complexity theory. Communication during a substantial restructure of a major Australian government agency, the Civil Aviation Authority, in the 1990s, is used to illustrate the construct
Original language | English |
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Title of host publication | Empowerment, Creativity and Innovation: Challenging Media and Communication in the 21st Century |
Editors | Anyanwu, Chika |
Place of Publication | Adelaide |
Publisher | ANZCA |
Pages | 1-10 |
Number of pages | 10 |
ISBN (Electronic) | 0863968376 |
Publication status | Published - 2006 |
Event | ANZCA 2006, Empowerment, Creativity and Innovation: Challenging Media and Communication in the 21st Century - University of Adelaide, Adelaide, Australia Duration: 4 Jul 2006 → 7 Jul 2006 |
Conference
Conference | ANZCA 2006, Empowerment, Creativity and Innovation: Challenging Media and Communication in the 21st Century |
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Abbreviated title | ANZCA2006 |
Country/Territory | Australia |
City | Adelaide |
Period | 4/07/06 → 7/07/06 |