International Journal in Management & Social Science

In the present global scenario every organization trying to change, it occurs through transition from its current state to some desired future state. Employee resistance to change is a complex issue facing management in the complex and ever-evolving organization of today. The process of change is ubiquitous, and employee resistance has been identified as a critically important contributor to the failure of many well-intend and well-conceived efforts to initiate change within the organization. In order to facilitate a smooth transition from the old to the new, organizations must be competent in effective change management. The process of change management consists of getting of those involved and affected to accept the introduced changes as well as manage any resistance to them. Organizations depend on and must interact with their external environment in order to survive and grow. They get inputs from their environment transform them through various processes and export outputs to the environment. Pressures for change are created both by external and internal forces. There are two types of employee's attitude towards change. One aspect of employees may have a negative attitude towards organizational change and are more likely to refuse to accept the change. And the other aspect of employees have a positive attitude towards organizational change are more likely to hold up to the change. Managing organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee resistance and cost to the organization, while also maximizing the effectiveness of the change effort. In this paper we would like to emphasis on the factors affecting the employees to resist the organizational change. Even we would like to discuss brief about the people acceptance towards organizational change.