METHODICAL APPROACH TO DETERMINE THE PERSONNEL RESISTANCE IMPACT ON THE STRATEGIC CHANGE POTENTIAL AT ENTERPRISE

The complex conditions of domestic enterprises functioning require the changes introduction in its activities, which, depending on the goals, are either strategic or organizational in nature. Regardless of the type of changes, their implementation affects all processes of the enterprise, directly influencing the staff work. As a result, there may be resistance to change, prevention which is one of the most important tasks in ensuring the change implementation effectiveness. The purpose of the study is to substantiate a methodical approach to determine the impact of staff resistance on the strategic change potential at the enterprise. A methodical approach is developed to determine the interdependence between staff resistance and the strategic change potential of an enterprise, which consists of the following stages: 1) to identify possible causes of staff resistance to strategic change in the enterprise; 2) the quantitative assessment of staff resistance to strategic change through expert survey; 3) the calculation of the integral index of the strategic change potential in the enterprise in terms of its components using taxonomic analysis; 4) identifying the relationship between the staff resistance level and the strategic change potential through the trend models development, which will allow for further forecasting. It is suggested to estimate the level of personnel resistance to change according to a formula that takes into account 4 types of personnel in response to changes: innovative, implementation-oriented, reactive, conservative. The quantitative assessment of the level of staff resistance to strategic change was carried out by means of an expert survey, and an integral indicator of the strategic change potential in terms of its components was calculated, using a taxonomic analysis for the studied enterprises. Trend models have been built to identify the relationship between staff resistance and the strategic change potential. It is determined that the best level of dependency description is given by the polynomial function. It is proved that increasing the level of personnel resistance to strategic changes adversely affects the integral indicator of the strategic change potential.