Creating Employee Trust During Organizational Change
Organizational change presents a new and difficult challenge for leaders. Change creates a higher level of uncertainty for employees. During organizational change, employees face new pressures, priorities, and often new work roles. Symptoms of declining employee trust include anxiety, rising cynicism, declining confidence, satisfaction and loyalty. Employees who feel threatened, insecure or vulnerable can grow inhibited and reluctant to make decisions or take risks. Leaders may find employees “staying under the radar”, willing to contribute nothing rather than risk doing wrong.
Change management research has largely ignored the effects of organizational change history in shaping employee trust. A history of poor change management result in a loss of faith and low levels of trust in the organization (Bordia, Jimmieson & Irmer, 2007). Employees may have developed skepticism about an organization’s ability to manage change based on experiences of poor change management. Lack of trust in the organization often leads to unwillingness on the part of the employees to place thems…
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…, & Irmer, B. (2007, August). Haunted by the Past: Effects of Poor Change Management History on Employee Attitudes and Turnover. Academy of Management Proceedings, Retrieved March 15, 2009, from Business Source Premier database.
Garand, D., & Glaser, J. (2009, January). Leadership Integrity. Leadership Excellence, pp. 13, 13. Retrieved April 19, 2009, from Business source Premier database.
Tragash, H. (2006, June). Rebuilding Trust. Leadership Excellence, 23(6), 17-18. Retrieved April 19, 2009, from Business Source Premier database.
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