Managing Human Resources: Change Management, Leadership and Motivation during Covid-19 Crisis

Managing Human
Resources

Table of Contents
QUESTION 1...................................................................................................................................1
QUESTION 2...................................................................................................................................5
QUESTION 3...................................................................................................................................8
REFERENCES................................................................................................................................9

QUESTION 1
Using knowledge of change management theory, a short report to identify the barriers and
enablers of change within EMTA and suggest how the office manager can manage change
effectively during the current business decline and as part of the future growth strategy.
Electronic Manufacturing Trade Association is the manufacturing firm located in UK that
produce, sell and distribute electronic items. As the case study given it has been analysed that
after the departure of UK with EU, there is lots of restrictions impose on export and import of
company (Alehosseini and Jafari, 2020). Such as cost of import increases due to increase in
transportation as owner take long route to delivered goods which decline the profit margin
company along the export opportunities of EMTA is also decreased. Many members of firms
decided to left the UK and focus on their sole business which declines the revenue of company.
It has been analysed that EMTA cannot afford and bear to retain all of their staff members and
current premises. Also during COVID there are various changes take place related to staff
members, retail outlet and manufacturing of electronic items due to this they have to close down
their stores which suffered from loss. Also their members firm also suffered from financial loss
and need to cost effective policy (Galli, 2019). The old office manager decided to take retirement
and company hire new office manager which makes various policies related to make cost
effective strategy. During Pandemic all staff member conduct their working from home and
reporting to manager via online technology to compile with Trade Association's response. After
this situation of COVID19 new manager formulate and introduced new HR policies like
disciplinary as well as grievance procedures which is mandatory for each member to adopt in
their behaviour and working. With lack of coordination and previous culture of company
employees feel demotivated which leads to decline in their team spirit and engagement in
adopting new processes. In order to overcome from this Executive director of company decided
to take advice regarding necessary staff deduction, new organisation staff membership
communication strategy and homeworking initiatives in pursuit of an increased membership
subscription and lower cost base. They also want to take advice as how they train, engage and
motivate their staff member in order to increase their capability, organisation culture and
leadership and management. so employees adopt changes quickly along with contrive in growing
membership to raise revenue and profitability in future.
Lewin's Change management model
1

As a HR consultant, it has been analysed that to apply change in EMTA the manager
must use effective change management theory. The most model is Lewin's Change management
model which helps new office manager to make effective strategy for implementing change and
motivate their staff members (Kotarba, 2018). Lewin's Change management model is most
famous model which makes it possible for manager to understand structured and organisational
change for company. This model consists three stages such as unfreeze, change as well and
refreeze.
Unfreeze- In this stage, working is stop at EMTA due to COVID 19 as well as new
manager is appointed as the replacement of retired manager which makes new policy for
systematic working. After that, they stopped working which is conducted with old rules and
policies. At this level they analyse the whole situation and identify the needs for changes in
organisation related to culture, technology and staff member along with take decision to future
changes and development.
Change -At this stage, new manager of EMTA formulate policies for employees which is
compulsory to follow by each staff members in their working. Further, they implement all
changes which is essential for organisation to survive in dynamic environment COVID
environment and developing membership subscription.
Refreeze– In, this stage, employees start working and it has been analysed that they find
difficulties to adopt new disciplinary as well as grievance procedures which decline their morale
and productivity (Lamba and Singh, 2018). Due to many barriers the current staff members feel
demotivated, but there is also various enablers of new policies which helps company to increase
their revenue in future.
By using this model it has been identified that there are various Barriers which occurs due to
new changes and disciplinary as well as grievance procedures in EMTA are as follows-
 Lack of clarity among employees as they working with same culture and policies form
very long time and it is very difficult to them to adopt new policies. All most all
employees deny to adopt changes as they are habitual form all method of working.
 Failure to include staff members in change process, as most of the people are at work
from home which unable new manager to involve them in new changes effective. Also
they are familiar with new manager which do not allow employees to trust.
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