CHAPTER 15

ORGANIZATIONAL CHANGE AND HUMAN RESOURCE

MANAGEMENT
ORGANIZATIONAL CHANGE AND HUMAN RESOURCE
MANAGEMENT
• Nature of Organizational Change

• Four Cornerstone of Change

“why” “who”
of make
change change
happen

“who” is affected by
“how” change and how can
of they can
change be supported?
NATURE OF ORGANIZATIONAL CHANGE
NATURE OF ORGANIZATIONAL CHANGE

Three Forms of Organizational Change (Ulrich)

• Initiatives
• Process Changes
• Cultural Changes

Ways of Change
• Discontinuous Change
• Continuous Change
• Incremental Change
FOUR CORNERSTONE OF CHANGE
CHANGE DRIVERS

External Drivers
• Political - can provoke organizational change
• Economic- global economic environment is increasingly interconnected
• Socio-Cultural - has the capacity to facilitate or impede organizational change
• Technology -affects the speed and nature of work

Internal Drivers
-can prompt or shape organizational change
CHANGE PROCESSES
Planned Change Processes
• Early Planned Approaches
1930s- Scientific Management was one of the strongest influences on thinking about change
1930s onwards- Human Relations approach critiqued Scientific Management’s conception of change
• Organization Development
- represents an effort that is:
 planned
 organization wide
 managed from the top
 increase organization effectiveness
 planned interventions in the organization’s processes’ using behavioral-science
knowledge
CHANGE PROCESSES

Planned Change Processes

• Organization Development
CHANGE PROCESSES

Open Systems approaches to Change Processes

- An open system is one that is connected to, and interacts with its environment.
• Contingency Approaches link planned change to open-systems concepts.
• Choice Approaches can attempt to shape environments

Emergent Change Processes

- Emergent approach to change processes advocates the need for continuous
change, which emanates from the bottom of the organization.

- requires readiness for change

CHANGE AGENTS
- are individuals (or groups of individuals), from within or outside the organization,
who champion and guide organizational members towards change
- 3 Categories of Change Agents
 generate
 implement
 adopt change initiatives
HR Professionals as Agents of Change
- HR professionals can potentially undertake 4 change agency roles
 catalyst and champion
 facilitator
 designer
 demonstrator
CHANGE RECIPIENTS
- can display affective, cognitive and behavioural reactions that have implications for
change
• Creating Preparedness for Change: Attitudinal and Behavioural Perspectives
CHANGE RECIPIENTS
• Managing Resistance to Change
Different Forms of Resistance
 Technical
 Political
 Cultural

Strategies to Manage Resistance

 Education & Communication
 Participation & Involvement
 Facilitation and Support
 Negotiation & Agreement
 Political approaches to managing resistance
CHANGE RECIPIENTS

• From Managing to Celebrating Resistance

-Productive resistance is premised on enabling change recipients to add
value to change processes through conceptual expansion, innovation and the
generation of new knowledge.

HR’s Role in Change Management

- helps develop responses to change drivers
- gives input unto the design and delivery of change processes
- ensure the development of change agents
- support change recipients