HRM20028: Organizational Change Management and HRM's Role

This report delves into the critical role of Human Resource Management (HRM) in organizational change management. It explores the significance of HRM as an agent of change, examining internal and external factors that drive organizational transformation, such as company mission, leadership, economic opportunities, and technological advancements. The report highlights the crucial role of management, particularly senior and line managers, in communication, providing support, and acting as liaisons during the change process. It also addresses the causes of resistance to change, including threats to power, loss of control, economic factors, discomfort, and resource allocation. Furthermore, the report analyzes Kotter's eight-step change management model, including creating urgency, building a team, creating a vision, communicating the vision, removing obstacles, generating quick wins, consolidating gains, and integrating changes. The report emphasizes strategies for fostering a change-capable culture, such as clear communication, organizational structure, and innovative corporate culture. The conclusion summarizes the key findings, reinforcing the essential role of HRM in driving successful organizational change and adaptation.

qwertyuiopasdfghjklzxcvbnmqwe
rtyuiopasdfghjklzxcvbnmqwertyu
iopasdfghjklzxcvbnmqwertyuiopa
sdfghjklzxcvbnmqwertyuiopasdfg
hjklzxcvbnmqwertyuiopasdfghjkl
zxcvbnmqwertyuiopasdfghjklzxcv
bnmqwertyuiopasdfghjklzxcvbnm
qwertyuiopasdfghjklzxcvbnmqwe
rtyuiopasdfghjklzxcvbnmqwertyu
iopasdfghjklzxcvbnmqwertyuiopa
sdfghjklzxcvbnmqwertyuiopasdfg
hjklzxcvbnmqwertyuiopasdfghjkl
zxcvbnmqwertyuiopasdfghjklzxcv
bnmqwertyuiopasdfghjklzxcvbnm
qwertyuiopasdfghjklzxcvbnmqwe
rtyuiopasdfghjklzxcvbnmrtyuiopa
ORGANIZATIONAL CHANGE MANAGEMENT
[Type the document subtitle]
8/26/2019
Student name

ORGANIZATIONAL CHANGE MANAGEMENT 1
The significance and role of Human Resource Development (HRD) as an
agent of organizational change management
Human resource management is the crucial aspect within an organization it is responsible
to manage the human resources, which are the most difficult asset of the company that needs to
manage and retain in order to effectively process the task and activities in the business (Bailey,
2018). The activities of the business are integrated with the innovation, which led to major
changes in the organization, which are generally resisted by employees of the company, which
need to be managed through effective change management that is responsible for the effective
implementation of change. The purpose of the essay is to provide with effective literature review
including the organizational change concept and role of management while implementing the
models. The discussion will also include the strategies, factors playing role in change
management. There has been various research conducted for the study of organizational change
management while understanding the key concept of this model to understand the role of human
resource development as the change agent (Green & Cameron, 2015).
There are various factors and forces identified by the scholars, which drive organizational
change. The internal factors identified are company’s mission, which provides purpose of the
company, which may be inclined towards innovation and change. One of the organizational case
or example of the force responsible for change is Philips, Amazon, and Samsung which are the
companies considering innovation and change as part of their mission statement (Ford, 2017).
Moreover, the leadership of the company is another change force, the reason being the leadership
styles like transformational leadership style implied by the leaders in the organization (Brenner,
2015). The external forces that are not part of the company but affect the decision making of the
company are economic opportunities. For instance, the free trade agreement among the nation
could provide the opportunity to enter into another market-leading to major change in the
organizational strategy, structure and goals (Kuipers & Higgs, 2014). Technological factors are
most significant factors responsible, due to increase in use of technology within the business and
digital use in the nation lead to technological innovation and change by the company for example
in retail industry after increase in e-commerce opportunity (Dewald & Osiyevskyy, 2015).
The role of management is very significant in implementing the change in organization.
The senior management is responsible for the communication, this includes making people
aware about the need for change well before the implementation of change so as to make the
employees mentally ready for change as the immediate change may lead with higher level of
resistance from the employees. The scholars have identified that the major role of line managers
are to advocate that includes providing support for the change. Line managers have big impact
on the views in their personnel (Ahlin, 2014). If one has a sturdy propose for a trade, the
employees will possibly comply with manager’s lead. In case manager is showing dedication to a
change through various phrases and movements, manager may construct choice in your

ORGANIZATIONAL CHANGE MANAGEMENT 2
personnel. Second role includes role of liaison. Managers are an essential supply of comments to
the project crew and change promoters regarding development in enforcing an alternate (Pyka,
2017). The managers of impacted groups are not consulted at some stage in the plan and
implementation stages of a change, the challenged team is “flying blind” and do not need a
precise view of the way correctly in the change for being followed (Dustershoff & MacGregor,
2014). By means of appearing the Liaison function, manager can have a vast effect on
Reinforcement, assisting to make sure that the change will be persistent through the years. Third
role includes resistance manager, as the managers are directly in contact with the team members
and are able to make the employees comfortable with the change process and job description,
which will reduce the resistance from the employees regarding the process and management
(Brunes & By, 2012).
There have been various causes identified through research responsible for resistance to
change. According to the scholar, threat of power is one of the major resistance course. This is
resistance from the managers to implement change as this may decrease the power of the
managers due to transform organizational change. Another caused identified by the scholars
include losing control of employees; the process of change implementation may reduce the level
of control out employees by the managers (Doppell, 2017). This could be one of the reasons that
even manage can resist the change process as they prefer to enjoy controlling over people.
Economy factors could be another course for resistance to change, the change may reflect
through the employees change in salary, which may be increase or decrease as per the new job
description. What did sample it has been identified that while performing a particular job in a
business an individual may be only incentives due to his experience and use of knowledge at that
book which may not be seen as that in case after change will be implemented. It has been
identified that employees resist changing due to great of losing ocean of the salary (Dawson &
Andriopolous, 2014). Date of comfort is another major cause identified through research, which
was one of the major causes for resistance to change. It has been identified that personal
discomfort maybe one of the results from organizational changes that reflect in making job
description of employed difficult (Smollan, 2011). A new situation may be identified as per the
new job description like transfer employees which could lead to discomfort at the toss.
Relocation of resources or another course of resistance, which has been identified in north on the
employees, but the other stakeholders that is group, departments and individuals in the
organization. Due to organizational change, some departments may be allocated with more
resources than other may before this brings resistance from groups, individuals and departments
who are losing the resources in order to utilize a different department (Holt, Feild, & Harris,
2007).
The management could implement effective change process through one of the change
management approaches by Kotter’s. According to the scholar, the first step through this model
includes urgency creation (Norman & Verganti, 2014). As per this step, change can be
implemented successfully when each person of the company is willing to change as the change is

ORGANIZATIONAL CHANGE MANAGEMENT 3
not possible without consent from every employee and stakeholder of the company therefore it is
important to make them realize the need for change and urgency to change in the organization
(Carnall, 2018). The second step includes building a team this includes people who are in favour
of the plant change. This team will be helpful to the management in organising, assigning
responsibility, team structure and making the team important while carrying out the change from
team members as well. The next step is to create a vision this will include providing a clear
vision to the employees that will direct them to words new objective of the company (Morgan &
Oxtoby, 2000).
The next step includes communication of the vision; in change management,
communication plays a major role as it is not enough to just create a new vision but also to
affectively understand by the employees of the organization this may be done on the repeated
basis so as to make people comfortable and now with the change (Seatter & Lozano, 2015). The
next step is to remove obstacles, as there are various obstacles in change, which may be due to
external or internal factors, and the support is only from some portion of employees and other
employees may be resisting the change. Next steps include quick wins, which include providing
a good satisfaction to the team (Brfidgman & Brown, 2016). It has been identified that it is
important to track down the long-term goals but the quick win can help various stakeholders who
are getting impacted due to the change process majorly. The next step includes making sure in
the change (Tidd & Bessant, 2013). As per the scholar the change implied by the organization or
feel initially because of instant be declaration of victory from the change that is in case the
change has not been demented to be full list and the management is ready to declare the victory
the dissatisfaction among the people will increase when the gaps are analysed. The last step
includes integrating to change, these steps include use of mechanisms am to make the change
into corporate culture and integrated into daily life of individuals. This may also include repeat
mechanism and monitoring in order to evaluate if the change took place in organization is going
as per the plan and standards (Greer & Ford, 2005). The strategies that the company can consider
to ensure a change capable culture includes clear communication, the organizational structure of
the company as the flat structure would be open to communicate and implement change readily,
and innovative corporate culture, as they would be ready for innovation and change (Bailey,
2018).
From the essay, it can be concluded that the internal factors identified are the company’s
mission, which provides purpose of the company, which may be inclined towards innovation and
change. The external forces that are not part of the company but affect the decision making of the
company are economic opportunities. The role of management is very significant in
implementing the change in organization. The senior management is responsible for the
communication; this includes making people aware of the need for change well before the
implementation of change.

ORGANIZATIONAL CHANGE MANAGEMENT 4
References
Ahlin, B. (2014). Entrepreneurs’ creativity and firm innovation: the moderating role of
entrepreneurial self-efficacy. Small Business Economics, 43(1), 101.
Bailey, C. (2018). Strategic human resource management. Oxford University Press,.
Brenner, S. (2015). Leadership style and the process of organizational change. Leadership &
Organization Development Journal, 2-16.
Brfidgman, T., & Brown, K. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s
legacy for change management. human relations, 33.
Brunes, B., & By, R. (2012). Leadership and change: The case for greater ethical clarity. Journal
of business ethics, 108(2), 239-252.
Carnall, C. (2018). Managing change (1st ed.). oxon: Routledge.
Dawson, P., & Andriopolous, C. (2014). Managing Change, Creativity and Organisation.
London: Sage.
Dewald, J., & Osiyevskyy, O. (2015). Explorative versus exploitative business model change:
the cognitive antecedents of firm‐level responses to disruptive innovation. Strategic
Entrepreneurship Journal, 58.
Doppell, B. (2017). Leading change toward sustainability: A change-management guide for
business, government and civil society. London: Routledge.
Dustershoff, C., & MacGregor, J. (2014). The effects of performance rating, leader–member
exchange, perceived utility, and organizational justice on performance appraisal
satisfaction: Applying a moral judgment perspective. Journal of business ethics, 265.
Ford, J. (2017). Employee perceptions regarding an organizational change initiative in a state
wildlife agency. Human Dimensions of Wildlife, 22(5), 422-437.
Green, M., & Cameron, E. (2015). Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Greer, B., & Ford, M. (2005). Implementing planned change: an empirical comparison of
theoretical perspectives. American Journal of Business, 20(2), 59-69.
Holt, D., Feild, H., & Harris, S. (2007). Readiness for organizational change: The systematic
development of a scale. The Journal of applied behavioral science, 43(2), 232-255.

ORGANIZATIONAL CHANGE MANAGEMENT 5
Kuipers, B., & Higgs, M. (2014). The management of change in public organizations: A
literature review. Public administration, 1-20.
Morgan, R., & Oxtoby, B. (2000). The why and how of effective strategy change: reflections on
Thorn Lighting. Journal of European Industrial Training, 24(9), 513 -522.
Norman, D., & Verganti, R. (2014). Incremental and radical innovation: Design research vs.
technology and meaning change. Design issues, 78.
Pyka, A. (2017). Innovation, structural change and demand evolution: does demand saturate? .
Journal of Evolutionary Economics, 337.
Seatter, C., & Lozano, R. (2015). Teaching organisational change management for sustainability:
designing and delivering a course at the University of Leeds to better prepare future
sustainability change agents. Journal of Cleaner Production, 106(1), 205-215.
Smollan, R. (2011). The multi-dimensional nature of resistance to change. Journal of
Management & Organization , 17(6), 828-849.
Tidd, J., & Bessant, J. (2013). Managing Innovation: integrating technological, market and
organisational change (5th ed.). chichester: Wiley.