Abstract
The purpose of this study was to achieve an understanding of the factors which contribute to
organisational change resistance by engineers in a civil engineering consulting organisation in order
to better manage them in future.
The research was conducted within a civil engineering consulting organisation which implemented an
organisational change initiative. The organisation carried out change readiness surveys on a regular
basis during the organisational change initiative, the data of which provided the research problem
and was also used as a basis for the study. It was clear from this data that there was little to no
interest from most of the engineers (and other technical staff) within the organisation.
The literature review provided a list of factors which contribute to organisational change resistance .
Many common reasons for resistance were found within various professions as well as many ways in
which these resistances can be reduced. The background obtained from the literature review
assisted in drafting a questionnaire that was sent out to all employees in order to establish the
applicable reasons within the case organisation. Available documents on the organisational change
were also analysed to understand if similar trends as compared to the questionnaire and literature
were found. After these were compared, a number of steps the organisation should take during
future organisational changes were put forth to assist in reducing employee resistance.
The intention of this research was to add to the engineering management fraternity by identifying
the factors that cause employee resistance to organisational change by engineers and to find
appropriate change management methods or steps to better manage the resistance during future
change initiatives. If these factors are known, they can be managed and can help to ensure earlier
commitment by employees to the change.
M.Ing. (Engineering Management)