The aim of this study was to diagnose the causes of psychological and organizational barriers of the personnel’s resistance to change. We used a standardized interview method based on a questionnaire developed by the authors. The respondents were thirty HR managers of Nizhni Novgorod business companies representing different sectors of the economy. The study showed that the resistance of the personnel to change has a moderate intensity and a passive form. It was revealed that individual psychological causes and organizational barriers play the leading role in the resistance of personnel to change. It was found that among individual psychological causes, inertia has the greatest impact on the resistance of personnel to change, and in the second place, there is the fear of negative consequences of the changes. HR managers are actively involved in the management of organizational change, including overcoming the resistance of the personnel to change. To overcome the psychological causes of personnel resistance, HR managers use "soft" methods of interpersonal influence: teaching, explanation and psychological support. To overcome organizational barriers, administrative methods are applied.
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