It is suggested that in such scenarios, smaller and easily attainable tasks must be set as goals for individual or a department. These tasks as a whole must be oriented towards achieving the desired change. Using these tactics would keep people interested and motivated. (Kotter, 1995). It is evident that leaders play a major role to ensure that the momentum of changes is maintained and its affects are sustained. If this final step is overlooked, then the efforts made in all preceding steps could be nullified. If the change is not implemented successfully or fail to address the initial vision, the complete exercise would be a failure. Hence, to maintain momentum and keep the same passion of people alive is important for the leaders.
We have elaborated the necessary step to be taken by the leaders for successful change implementation in an organisation. Now, we would focus on the main issues faced by the employees who are subjected to the changes. It is generally observed that employees resist change mainly because of the difference between the views of employees and managers towards the change. While top management looks upon changes as a chance to enhance the business strategies and plans and to advance in the operations to attain higher success, however, the employees find changes to be intrusive and disruptive, which disturb their daily routine at work. This is why sound leadership is necessary to understand the employee-employer’s compacts and view it in the light of impending changes. Employee is said to have compacts with its employers which mainly consist of the following three dimensions, namely, formal, psychological and social.
The formal dimension is defined by basic need of assigning role and performing duties. The psychological addresses the implicit employee relationships. In included trust, dependency, respect between employees and employers. The third dimension is social, which helps employee evaluate the company’s culture. It also involves looking into the alignment between the company’s vision and managements’ attitude towards those goals. When change is implemented, it is necessary to address each of these compacts to ensure that the employees are aligned with the vision of the organization in implementing the changes. (Strebel, 1996, p. 86).