東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Change, Employee Resistance to Chang...

Harlan, Jack .

Linked to FindBook

Google Book

Amazon

博客來

Change, Employee Resistance to Change, and Emotional Intelligence: A Meta-Analysis.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Change, Employee Resistance to Change, and Emotional Intelligence: A Meta-Analysis./
Author:	Harlan, Jack .
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2020,
Description:	165 p.
Notes:	Source: Dissertations Abstracts International, Volume: 81-08, Section: B.
Contained By:	Dissertations Abstracts International81-08B.
Subject:	Business administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27737265
ISBN:	9781392775554

Change, Employee Resistance to Change, and Emotional Intelligence: A Meta-Analysis.
Harlan, Jack .

Change, Employee Resistance to Change, and Emotional Intelligence: A Meta-Analysis. - Ann Arbor : ProQuest Dissertations & Theses, 2020 - 165 p.

Source: Dissertations Abstracts International, Volume: 81-08, Section: B.

Thesis (Ph.D.)--Northcentral University, 2020.

This item must not be sold to any third party vendors.

The problem under study was to determine if EI could resolve organizational issues in the banking industry, such as employee resistance to change. The purpose of the study was to examine the relationship among EI, employee resistance to change, and successful implementation of change strategies. EI appeared in the literature a method a banking leader could use to reduce employee resistance to change when implementing change strategies. The meta-analysis study examined EI in numerous studies from the literature of organizations in the business, health, and education sectors with participants from varying cultures. EI was inversely related to employee resistance to change, positively related to successful implementation of change strategies, and an elusive theory that did not resolve organizational problems represented possible themes from the literature. The support of the research articles indicated that employees from varying organizations and different cultures could benefit from EI training prior to the implementation of organizational change strategies. Because employees from different cultures in varying organizations used EI in the change process, banking leaders should consider EI when implementing change strategies.

ISBN: 9781392775554Subjects--Topical Terms:

3168311
Business administration.
Subjects--Index Terms:

Banking

Change, Employee Resistance to Change, and Emotional Intelligence: A Meta-Analysis.
LDR:02488nmm a2200409 4500 001 2267209
005 20200623111723.5
008 220629s2020 ||||||||||||||||| ||eng d
020 $a 9781392775554
035 $a (MiAaPQ)AAI27737265
035 $a AAI27737265
040 $a MiAaPQ $c MiAaPQ
100 1 $a Harlan, Jack . $3 3544454
245 1 0 $a Change, Employee Resistance to Change, and Emotional Intelligence: A Meta-Analysis.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2020
300 $a 165 p.
500 $a Source: Dissertations Abstracts International, Volume: 81-08, Section: B.
500 $a Advisor: Bakari, Marie.
502 $a Thesis (Ph.D.)--Northcentral University, 2020.
506 $a This item must not be sold to any third party vendors.
520 $a The problem under study was to determine if EI could resolve organizational issues in the banking industry, such as employee resistance to change. The purpose of the study was to examine the relationship among EI, employee resistance to change, and successful implementation of change strategies. EI appeared in the literature a method a banking leader could use to reduce employee resistance to change when implementing change strategies. The meta-analysis study examined EI in numerous studies from the literature of organizations in the business, health, and education sectors with participants from varying cultures. EI was inversely related to employee resistance to change, positively related to successful implementation of change strategies, and an elusive theory that did not resolve organizational problems represented possible themes from the literature. The support of the research articles indicated that employees from varying organizations and different cultures could benefit from EI training prior to the implementation of organizational change strategies. Because employees from different cultures in varying organizations used EI in the change process, banking leaders should consider EI when implementing change strategies.
590 $a School code: 1443.
650 4 $a Business administration. $3 3168311
650 4 $a Banking. $2 bicssc $3 1557594
650 4 $a Management. $3 516664
650 4 $a Organizational behavior. $3 516683
650 4 $a Occupational psychology. $3 2122852
653 $a Banking
653 $a Change
653 $a Change management
653 $a Emotional intelligence
653 $a Employee resistance to change
653 $a Leadership
690 $a 0310
690 $a 0770
690 $a 0454
690 $a 0624
690 $a 0703
710 2 $a Northcentral University. $b School of Business and Technology Management. $3 2099493
773 0 $t Dissertations Abstracts International $g 81-08B.
790 $a 1443
791 $a Ph.D.
792 $a 2020
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27737265