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In any organizational transformation change recipients make sense of what they hear, see and experience. Important precursors like cognitions, emotions and intentions which become part of their decision process. Change messages are typically transmitted by local and global change agents as well as well as those individuals who are not in the formal leader roles. It is important to ensure that the transmitted messages encourages change recipients to embrace organizational change and modify their on job behaviors. Research by Ryan and Gross (1943) on the diffusion of hybrid seed corn among farmers in two Iowa communities.  Hybrid seed corn, which reportedly produced higher yields per acre, was considered a relative advantage over previously used corn seed. This information was presented to the farmers by a seed salesman (i.e., a change agent) in an attempt to influence them to plant the hybrid seed corn. However, Ryan and Gross reported the rate of adoption was considered slow until the potential adopters were influenced by neighbor farmers (i.e., opinion leaders). Thus, the support (or lack thereof) believed to exist among these principles (i.e., change agents and opinion leaders) can influence the reaction of change recipients to an organizational change. Employees with little to no  less change experience exhibit strong behavioral and emotional reactions, while employees with extensive change experience useless effort to resist change and show more loyal reactions to change. Research shows that people will not perform well in change initiatives when they are not confident about their abilities (57 Vakola et al. , 2013; 46 Oreg et al. , 2011; 3 Armenakis et al. , 1993). Prior research has demonstrated that change recipients who receive detailed information, are more willing to accept changes (52 Schweiger and DeNisi, 1991; 44 Miller et al. 1994; 63 Wanberg and Banas, 2000). Similarly, honest, effective and direct communication about the changes has been shown to reduce resistance to change (47 Paterson and Cary, 2002). Communication is especially important when an employee is trying to identify the positives and negatives related to the change; lack of effective communication will cause an employee’s cognitive and effective processes to be negatively affected regarding change. Therefore, an individual will be less ready to follow change. Rafferty and Griffin(2006) for example found that when an organizational change was perceived as being implemented, after careful deliberation and planning, change recipients expressed less uncertainty. Attending to techniques and tools without paying at least attention to the behavior of employees can be a path not just to disappointment but also to dysfunction. When employees participate in the design, introduction and use of the new technology, they are more likely to alter their behaviors in way that will help ensure effectiveness. An employer also must take the employee behavioral patterns into consideration along with the company’s changing policies and functions. Behaviors include: how they react to specific organizational tasks, how much do they do, what they do, how much effort they put to their goals, how committed they are to achieving desired outcomes. Employees’ acceptance and support of change is critical to the success organizational change (Armenakis et al. , 1993; Miller et al. , 1994).  Providing an adequate explanation for the change decision is an effective communication strategy (Bies, 1987) that enhances perceived fairness (Daly and Geyer, 1994; Mansour-Cole and Scott, 1998) and reduces uncertainty. Employees deal with change differently; people who thrive on change and they are the people who initiate change within a team. Employees who are not bothered by change, they are optimistic. Employees who resist change and need time to prepare. They are steady decision makers and do not like to be pushed. Initially, when change is being introduced employees tend to become nervous, fear, disbelief, and uncertainty. The employee’s reactions to organizational changes are mainly driven by observations about as to what will happen to them. The change literature deals with context, content, process, and outcomes at both the organizational (Rafferty et al. 2013) and individual levels (Armenakis and Bedeian 1999; Herold et al. 2008; Oreg et al. 2011), and recent years have seen a growing interest in the role of change recipients’ reactions in organizational change processes.

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