Adaptability, acceptance and resistance to change of local college personnel in the Province of Batangas: Basis for organizational change management framework

Paper ID: Abstract-IEESCon-2023-044

Abstract

Change represents a significant challenge for both employees and companies, particularly during transitions in administration, leadership, and office environments. Adaptability during such times is crucial and encompasses cognitive, affective, and behavioral aspects, all of which are intrinsically linked. It has been found that acceptance of change increases as the perceived threats of the change diminish. Various dimensions of adaptability, including openness, expressiveness, and both active and passive forms of support, have been identified. It is crucial to address employees' resistance to change to ensure successful implementation, as their readiness to change significantly affects their resistance levels. This study aimed to evaluate adaptability, determine acceptance, and assess resistance to change among personnel in local colleges through a descriptive-correlational research approach. This method proved useful in gathering facts to support scientific judgments and provided valuable insights. Findings indicated that participants generally showed high levels of adaptability and acceptance towards change, with a notable tendency towards resistance. Differences in adaptability and support types were observed when categorized by position, with the Gen X demographic showing a higher resistance to change behaviorally. Additionally, the study found significant positive correlations between various dimensions of change. The implications suggest that mastering the art of change management can enable organizations to effectively implement new policies, procedures, and controls, ensuring they are adapted, accepted, and met with minimal resistance.