Effect of Resistance to Change on Employee Perceived Productivity: The Case of the Call Centre Industry in the Kingdom of Bahrain
Keywords:Call center industry, employee productivity, psychological concept, Resistance to change
When the organization implements any type of change, one of the major issues that may occur is employee resistance to change. This resistance, however, has not been fully linked with employee productivity as several studies have found conflicting results. In addition, little study has been conducted in gulf countries particularly in the call centre industry in Middle East countries like the Kingdom of Bahrain. Thus, this research seeks to explore the effect of resistance change on employee perceived productivity in the call centre industry in kingdom of Bahrain. Using descriptive research design, the study involved 120 conveniently sampled call centre agents of 4 major call centres chosen based on market size. The employees’ population was taken from the period covering December 2019 to January 2020. An adopted questionnaire was used as a data gathering tool. Descriptive Statistics and Regression Analysis was conducted to analyse the data gathered. The study found that moderate level of resistance to change exists among call center agents in the Kingdom of Bahrain. In addition, the study found that over-all resistance to change negatively affects employees’ perceived level of productivity. Specifically, psychological and cultural driven resistance were found to be statistically significant at 0.01 in negatively affecting the level of employee perceived performance.
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