Resistance to technological change within a manufacturing context

This work explores change management from a technology perspective. Despite the predominantly negative perception that resistance adversely affects a change process, understanding it may be used to successfully implement many changes in organisations. The work explores this topic from two dimensions namely: -a qualitative study that identified inhibitors and enhancers, as perceived by employees with respect to the proposed implementation of a Human Resource Information System technology. - a quantitative tool used to identify a representative sample frame. The study defines the technology change in question as adaptive with respect to general employees and as high-adaptive with respect to human resource employees. Thus, this study comprises two distinct levels of change and two distinct “populations”. Accurately understanding and gauging resistance in advance equips change agents of an organisation in preempting and implementing appropriate strategies to ensure success.