Human Resource Management And The Implementation Of Change

With the increased pace of global, economic and technological development, change has become an inevitable feature of any organisation to survive in the competitive market. If it is a planned change process, the HR practitioner can use any of the existing general models or theories of change and use suggestive interventions to increase effectiveness and capability to change itself. When the magnitude of change is unpredictable or the degree of the organisational process or systems is unorganised, the existing models or practice of planned change is still in the formative stage, and there is room for continuous refinement and improvement. This book will bridge this gap in the current organisational development and change literature by benefiting the HR practitioner with six real case studies. The cases bring out the interventions adopted, key activities associated with the successful implementation of interventions and the critical role played by HR in achieving organisational effectiveness. This book captures the transformational journey of a diverse set of companies and weaves various dimensions into a common coherent framework for the field of HRM in Change Management. The case studies illustrate six powerful organisational experiences, listing the major activities contributing to effective change management from motivating change, vision, support from key stakeholders, transition management to organisational and HR commitment for implementation. By demonstrating the role of HR as a ‘change agent,’ this volume will be valuable to researchers, academics, managers and students in the fields of human resource management and change management.

This exciting new book has grown from a need to provide practical advice to managers who deal with contemporary human resource and change issues. A crucial role of a manager is to respond in the best interests of the organisation and at the same time retain talent. Skill shortages and ageing populations in developed economies and the need for emerging economies to develop their workforce coincide to present managers with unique challenges. Human Resource Management and Change: A practising managers guide offers a timely overview of recent environmental and economic changes as depicted by the DELTA forces of change. These include demographic, environmental, legal, technical and attitudinal changes that are in part the product of globalization, and the Global Financial Crisis (GFC). The fundamental strategies for managing change and implementing human resource practices are clearly explained. End of chapter study guides further explain the topics of the chapters by providing case studies and review and discussion questions as well as further reading. The text reflects the everyday challenge managers face in a turbulent environment and focuses on providing practical guidelines to managers who may not have higher academic qualifications to help them manage people and change.

What role do human resource managers play in the processes of technical change in organizations? What opportunities or constraints are presented by different dimensions of technical change? How does technical change affect such issues as job design, supervision, total quality management, team-working, increased flexibility, skills training and employee involvement? In addressing these central themes and debates, this book provides a systematic analysis of the relations between technical change and human resource management (HRM). The contributors draw on research and case studies to clearly demonstrate that effective technical change in organizations is integrally related to effective HRM - as much by general and line managers as by specialist personnel managers.

A survival guide to the human resources reengineeringrevolution Sparked by the new information technologies, a revolution is aboutto take place in the way human resource services are organized,staffed, and delivered. To prepare HR professionals for theseradical changes, Reengineering Human Resources provides acomprehensive guide to the basic concepts, processes, andtechnologies that are driving this change. In a clear, concisepresentation illustrated with numerous real-life examples, thisunique book gives the reader: * A detailed primer on the new information technologies, includingspecific human resource uses of the personal computer, interactiveinformation systems, CD-ROMs, personal digital assistants,networks, and more * An explanation of the basic concepts of reengineering, how it canbe implemented, and how to weigh costs and benefits--complete withwork flow graphics and spreadsheet templates * Detailed advice on staffing--the competencies HR professionalswill need in order to succeed and how employee competencies willchange with reengineered work * Specific cases of how human resource functions will be performedafter reengineering, including examples of recordkeeping,succession planning, performance management, training anddevelopment, employment practices, and more Human resources management is on the brink of radicaltransformation and the instrument of that transformation isinformation technology. Starting with this provocative premise, Reengineering HumanResources offers human resource professionals an eye-openingintroduction to the changes that are about to affect theorganization, staffing, and delivery of human resource services.For those who are prepared to take full advantage of the newtechnology, it will mean dramatic increases in productivity andimpressive decreases in cost, as well as vastly improved servicesand greater client satisfaction. In a real sense, the field ofhuman resources is undergoing a revolution. Written by management expert Lyle M. Spencer specifically for humanresource professionals, this book shows how new technologies,reengineered work processes, and retrained employees will bringabout this revolution. Although it assumes no technical expertise,Reengineering Human Resources brings the reader up to speed on thelatest hardware and software applications, including personalcomputers, interactive voice response systems, personal digitalassistants, CD-ROMs, expert systems, information networks, and muchmore. Not just a description of these changes, this important bookprovides complete "how-to" instructions for reengineering,including activity-based costing, value analysis, and work flowcharting. It describes the radical new approaches to organizingwork made possible by combining traditional work analysis methodswith advances in information technology. Specific cases ofreengineered human resource functions, including recordkeeping,employee health care benefits, performance management, training,compensation, and labor relations are illustrated with real-lifeexamples. An entire chapter describes the ways employeecompetencies will change in the reengineered organizations and jobsof the future. Information on implementing these changes explainshow to calculate both the costs and benefits ofreengineering. Timely, authoritative, and compelling, Reengineering HumanResources offers human resource professionals the opportunity toshape the future of their workplace and their profession.

Research Paper (undergraduate) from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: MA, Oregon State University, language: English, abstract: In recent years, the global economy is undergoing profound structural changes. Globalization, the constant change of inter-sectoral boundaries and even their disappearance, the intensive change of technology, the promotion of knowledge in the first place among the driving forces of competition, the emergence of new organizational forms, mass mergers and acquisitions are forcing modern organizations to constantly change. Changes are becoming a key element of modern theories of organization and strategic management. As part of the resource approach to the organization, one of the key competitive advantages of a company is the presence of its dynamic abilities - the ability to realize the need to change, and then to reconfigure internal and external competences to use the opportunities created by the rapidly changing environment. Thus, modern scientists believe that the ability to change on time and in the right way becomes one of the determining factors for the survival and success of any organization. Changes constitute the meaning of modern organizations activity. In a constantly changing environment, their development is not only a result of natural evolution but also the result of a focused effort by management and personnel service. One of the forms of development of an organization is represented by organizational changes, which, in turn, predetermine changes in the content of management activities: it is less focused on administration and more on changes. The conditions of organizational change require "creative management" that promotes the generation of new knowledge, ideas, and their natural perception by managers at all levels and staff. In line with this, organizational changes are becoming one of the most significant factors in improving the management of an economic entity, which necessitates modernizing approaches to human resource management and giving new status to HR services. At the same time, organizational changes not only provide for meeting existing needs but also create new needs for employees and enterprises.

Scholars agree that change has become a staple in organizational life and will likely remain as such beyond the 21st century. As the rate of change continues to accelerate, organizations must strive to develop and implement new initiatives in order to obtain significant benefits to organizational survival, economic viability, and human satisfaction. Organizational Change Management Strategies in Modern Business covers the most important elements of change management as well as the difficulties and challenges that organizations have faced when implementing change. In sampling different disciplines relevant to topics such as resistance to change, mergers and acquisitions management, leadership, the role of human resource strategies, and culture, this reference work is a useful resource for academics, professionals, managers, administrators, and others interested in organizational change.

A fully updated and revised tenth edition of this classic, best selling textbook. It remains the primary text for all students studying HRM - both undergraduate and postgraduate, as well as for students of the Chartered Institute of Personnel and Development (CIPD) diploma. The Handbook also continues to be an essential reference source for all managers concerned with personnel and HRM issues. This new edition of A Handbook of Human Resource Management Practice contains a number of significant additions and revisions including substantial revisions to seventeen chapters and new chapters on: Human Capital Management, the Role of the Front Line Manager; HR Strategies; Developing and Implementing HR Strategies and Learning and Development. The new edition also contains updated material based on recent developments in HRM policy and practice and a wide range of surveys and research projects conducted by professional associations and research bodies.