Auxiliary Elements to Overcome the Resistance to Change: An Empirical Study

Abstract

Purpose–Self-efficacy and ego resilience are known as factors that positively affect employees' attitudes. It will be useful to determine appropriate attitudes to overcome the resistance to change, a fundamental problem in organizations. This article aims to examine the impact of self-efficacy on ego-resiliency, and impact of self-efficacy, and ego-resiliency on affective resistance and perceptual resistance and examine the mediating effect of self-efficacy affective resistance. In addition, the study aims to make suggestions following results. Design/methodology/approach –Quantitativeresearchmethodwasusedinthisstudy.Methodologicallythe paper relies on the literaturereviewandsurvey. The sample of the research consists of 500 university students. Data were gathered from 174 students who study at two universities, using a questionnaire, and analyzed with the program Jamovi. Reliability and validity tests were conducted. Also, correlation, regression analyzes were performed to data analyze. Findings –The results revealed that self-efficacy has a positive impact on ego-resiliency. It was seen both self-efficacy and ego-resiliency have a negative impact on affective resistance. While self-efficacy hasn't a significant impact on perceptual resistance, emotional resistance has a significant and negative impact. Also, it is determined that self-efficacy and affective resistance have mediating effects in the relationship between ego-resiliency and perceptual resistance. Discussion –Based on this study results, managers were recommended improving their employees' self-efficacy and ego-resilience and reducing their affective and perceptual resistance to show resistance to changes and accept them quickly.