Minimizing Resistance to Change by Managing Employee Rivalries at Saudi Arabian Manufacturing Sector

This study aimed to analyze the relationship between employees’ competition and organizational change in the Saudi Manufacturing Sector. Specifically, the researcher intended to assess the factors required by the practitioners in this sector to enhance organizational efficiency. To do that, the researcher observed the impact of healthy employee competition on employee resistance to change and how it contributes to the organization and employee’s performance. In this context, quantitative and qualitative analyses approaches were used to address the research objectives. The researcher used an explanatory sequential mixed research design which was constructed from web-based survey and semistructured face-to-face interviews. Accordingly, 578 employees working in different organizations in Saudi Manufacturing Sector participated in the survey questionnaires. In addition, 30 employees working in panel boards manufacturing factory were purposely selected to participate in face-to-face interviews. Findings showed that majority of the participants assumed the existence of significant relationship between employees’ competition and their resistance to change. The competition factor found responsible for 22% of the variance in employees’ resistance to change in the Saudi manufacturing sector. Moreover, employee’s gender and nationality play crucial role in determining the level of healthy competition among the employees. Furthermore, employee’s hierarchical position found moderates their level of resistance to organizational changes but not the education level.