Exploring reports of misbehaviour in employee narratives of organisational change

Melanie Bryant

Exploring reports of misbehaviour in employee narratives of organisational change

Melanie Bryant

Research output: Book chapter/Published conference paper › Conference paper › peer-review

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Abstract

This paper presents findings from an interpretivist study of employee experiences of organisational change with specific emphasis on reports of misbehaviour. Acts of misbehaviour are reported by employees as being a consequence of management behaviour throughout periods of change rather than resistance to the change process itself. Participants reported that management failed to communicate information about change to employees and were unwilling to accept feedback from staff, which employees suggest was contradictory to organisational norms. Findings suggest that differences between resistance to change and engagement in misbehaviour aimed at addressing dissatisfaction caused by change need to be addressed and that further studies of the impact that both management and employee behaviours have on organisations as well as other staff are required.

Original language	English
Title of host publication	20th ANZAM Conference Management
Subtitle of host publication	pragmatism, philosophy, priorities
Editors	Jessica Kennedy, Lee Di Milia
Place of Publication	Australia
Publisher	ANZAM
Pages	19
Number of pages	1
ISBN (Electronic)	1921047348
Publication status	Published - 2006
Event	Australian and New Zealand Academy of Management (ANZAM) Conference - Rockhampton, Queensland, Australia Duration: 06 Dec 2006 → 09 Dec 2006

Conference

Conference	Australian and New Zealand Academy of Management (ANZAM) Conference
Country/Territory	Australia
Period	06/12/06 → 09/12/06

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title = "Exploring reports of misbehaviour in employee narratives of organisational change",

abstract = "This paper presents findings from an interpretivist study of employee experiences of organisational change with specific emphasis on reports of misbehaviour. Acts of misbehaviour are reported by employees as being a consequence of management behaviour throughout periods of change rather than resistance to the change process itself. Participants reported that management failed to communicate information about change to employees and were unwilling to accept feedback from staff, which employees suggest was contradictory to organisational norms. Findings suggest that differences between resistance to change and engagement in misbehaviour aimed at addressing dissatisfaction caused by change need to be addressed and that further studies of the impact that both management and employee behaviours have on organisations as well as other staff are required.",

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AB - This paper presents findings from an interpretivist study of employee experiences of organisational change with specific emphasis on reports of misbehaviour. Acts of misbehaviour are reported by employees as being a consequence of management behaviour throughout periods of change rather than resistance to the change process itself. Participants reported that management failed to communicate information about change to employees and were unwilling to accept feedback from staff, which employees suggest was contradictory to organisational norms. Findings suggest that differences between resistance to change and engagement in misbehaviour aimed at addressing dissatisfaction caused by change need to be addressed and that further studies of the impact that both management and employee behaviours have on organisations as well as other staff are required.

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ER -

Exploring reports of misbehaviour in employee narratives of organisational change

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