Resistance to change in merger of a federal institute in Brasil

• Autor(a) principal: Lívia Almada
• Data de Publicação: 2018
• Outros Autores: Renata Simões Guimarães e Borges, Antônio Luiz Marques
• Tipo de documento: Artigo
• Idioma: por
• Título da fonte: Repositório Institucional da UFMG
• Texto Completo: http://hdl.handle.net/1843/55005
• topic: Merger; Resistance to change; Organizational change; Human resources administration; Public administration; Analyzing; Desenvolvimento organizacional

This study investigates how individuals react to organizational change during a merger process by analyzing the merger of the five federal independent entities that formed the Federal Institute of the State of Minas Gerais (IFMG) in Brazil, through the perspective of their technical-administrative civil servants. Quantitative data were attained through standardized questionnaires completed by civil servants who participated in the merger. The findings from the qualitative and multiple regression analyses reveal that organizational dimensions have a greater influence than individual dimensions on individual’s reactions to organizational change. The organization’s experience with and ability to manage change defined the level of individual resistance to the merger. Although, there was concern regarding how the merger would affect social interactions at work the findings suggest that work group pressure and early decisions regarding the merger do not influence levels of individual resistance to organizational change.