Effectiveness of training, based on positive psychology and social skills, applied to supervisors, to face resistance to organizational change

Abstract

PurposeThe purpose of this paper is to analyze the effectiveness of training, applied to supervisors, to face the effects of resistance to organizational change on work motivation and organizational climate of their direct employees.Design/methodology/approachA quasi-experimental design with a control group was used. The training program was applied in a public organization, which was going through a process of organizational change. The human resources unit formed two groups according to the needs of the organization. A group of seven supervisors received training (experimental group), and another group of eight supervisors received no training (control group). The effectiveness of the training was measured in the subalterns of the supervisors who formed both groups. The training was based on positive psychology and social skills and covered a period of one month and three weeks. The outcomes variables were: work motivation and organizational climate.FindingsThere was a statistically significant increase, from the pretest to the posttest, in the dependent variables registered in the experimental group, compared to the control group. The size of the change (effect size) was moderate magnitude to high.Originality/valueThis research shows an effective training system, applied in supervisors, to improve the work motivation and the organizational climate of the subordinates in processes of organizational change that generate resistance to change in them.