Human Resource Management: Change Strategies, Leadership, Assessment

This report provides a comprehensive analysis of change management within organizations, focusing on strategies to mitigate employee resistance, the critical role of leaders and change agents, and methods for senior management to assess the success of implemented changes. It explores the importance of communication, resource allocation, employee participation, and timing in fostering acceptance of change. Furthermore, the report details the responsibilities of leaders in clarifying vision, maintaining employee connections, and ensuring transparency and accountability. Finally, it outlines a validation process involving process improvement, variation minimization, and effectiveness checking to verify the success of change management strategies. This analysis is supported by a range of academic sources, providing a robust understanding of effective change management practices.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
Question 1..................................................................................................................................2
Question 2..................................................................................................................................4
Question 3..................................................................................................................................6
References..................................................................................................................................8

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Question 1
Strategies and Motivators Employed for Decreasing Resistance and Making Changes more
Acceptable to Workers
Resistance to changes is one of the most natural reactions for the employees as soon
as they are being asked for changes. It could be quite uncomfortable and could even require
better methods of doing and thinking (Carnall 2018). The employees have serious trouble
while developing the vision of the organization after change management within their work
life. These types of changes could eventually produces uncertainty and anxiety and hence
they might lose the sense of security. The expectations of the organizational management
play one of the major roles in the employee resistance. The changes with the positive spirit
and beliefs that the employees wish to cooperate with the significant changes (Cummings,
Bridgman and Brown 2016). There are few distinct strategies and motivators that could be
employed to decrease resistance and made changes more acceptable to the workers. These
subsequent strategies are as follows:
i) Better Communication and Input: The first and the foremost significant strategy
for the proper decrease or eradication of resistance for the employees is better communication
and input. The employee input affects the procedure of implementing the changes within the
management level and hence issues are kept at first priority. The complete direction for these
cases subsequently comes from the organizational senior leadership who have solicited
feedbacks from the reporting staffs (Hayes 2018). The employees should be communicated
periodically to know their point of views regarding such changes in the organization and how
they are reacting with the changes. When their ideas and ideologies would be undertaken, it is
evident that these employees would be happier and would even feel demotivated. Hence,
resistance issue would be resolved.

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ii) Offering of Resources: The next effective as well as efficient strategy for
decreasing such issue is by simply offering several resources. Since the organizational
employees often feel insecure due to the sudden changes in the organization, offering of
resources would be extremely effective for them (Altamony et al. 2016). Moreover,
providing those with training class, equipment as well as any other resource would even
motivate them eventually and they wold readily accept the changes. Furthermore, they would
even feel encouraged while working and would understand the importance of their work
place effectively and efficiently.
iii) Employee Participation: The third important and noteworthy strategy or motivator
for the decrease of employee resistance for changes in any organization is employee
participation. The employees should be given the chance to have significant input for the
major changes. It is extremely different from the simple allowing them for having the open
forum and providing proper feedbacks (Doppelt 2017). The process is extremely proactive
and hence the employees would be allowed for eventually and subsequently influencing the
changes with creative approaches, brainstorming and implementation of new ideas.
iv) Timing: The fourth important strategy for this type of issue of resistance is timing.
Each and every employee should be provided with the core opportunity of talking regarding
the input providing. They have stronger impact on these changes and hence change
management is important for them (Van der Voet and Vermeeren 2017). When major
changes are introduced within the company, the employees might take up some time to get
adjusted with the changes and the issues would be resolved.

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Question 2
Role of Leader or Change Agent in Change Management Effort
Leaders or change agents are responsible for bringing major changes within any
particular organization. The importance to adopt the changes for the employees is highly
required for the improvement and betterment of the company (Pugh 2016). When the leaders
or the change agents will be unsuccessful for the fulfilment of their expectation, it is evident
that the respective teams would be confused as well as unmotivated. Hence, the business
would suffer significantly. Major skills are required for communicating and execution of the
change management and thus when they fail in doing so, and the teams have difficult time in
enacting the profound or lasting changes (Ali and Lai 2016). As soon as the role of change
management is being fulfilled by the leaders, the respective change management is being
applied sustainably and efficiently and the subsequent expectation of the partners, clients,
partners and staffs are being met easily and promptly.
The roles of the leader or the change agent for effectively executing the change
management are as follows:
i) Clarification of Vision and Effective Communication: The first and the foremost
role of the leader for change management in the company is the significant clarification of
mission and vision of that specific company. The role of the leadership eventually needs that
the leader would help the people for buying into their vision and hence this kind of
communication requires to occur periodically under every circumstance (Engert, Rauter and
Baumgartner 2016). This would be effective for the day to day issues as well as serious
change programs. Moreover, the selected methods of communication of the audience should
be leveraged for ensuring receptiveness. For this purpose of clarification in vision and
mission and presence of effective and efficient communication in the teams, the respective

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team members would be able to know about the importance of change management and there
would be no issues present.
ii) Staying Connected with the Employees: The second important and noteworthy
role of the leader or change agent within the respective change management is staying
connected with the employees or team members. There is a difficult time when the
organizational vision as well as enlisting of support. The employees could either be
transparent or direct and it is required to be approached to them on time (Stephan et al. 2016).
With a better connection with the employees, the initiatives of change management could be
aligned with the subsequent people capabilities. Hence, the issues related to change
management would be easily resolved without any complexity.
iii) Being Transparent and Accountable: Another significant and vital role of change
agent or leader for the purpose of change management is being transparent as well as
accountable with the employees. Being accountable eventually fosters the significant
commitment as well as desire for fixing the problems and yielding major results (Petrou,
Demerouti and Schaufeli 2018). Moreover, to be accountable refers to the fact that a proper
assessment is being done for the changes occurred and an openness to the performance is
being embraced. The leaders even check for each and every aspect of the respective company
like process, employee, management and culture for ensuring an optimal function in the team.

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Question 3
Assessment of Senior Management Team for Verifying Change Management Strategies
are Successful
The organizational senior management team is responsible for the verification of any
kind of strategy in the specific organization. The change management strategy is the
significant plan for checking the procedure of being anything innovative and different. The
major methods by which the organization could easily address the changes are noted with the
change management strategy. The major goal of the establishment of the formalized strategy
is ensuring that each and every negative effect on the change would be reduced (Foss and
Saebi 2017). For checking the effectiveness of the change management strategy, the
respective senior management team of the company should create a distinct plan for the
purpose of recognition of their requirement of change and the procedure of approval of
changes. Moreover, there is a significant procedure of change implementation in the business
as well as the procedure of monitoring the changes for ensuring that the desired effect is
being obtained by them in this case.
There are several problems or issues with the change management in any company.
The most significant problems with this change management are personnel work load like
insufficient pre work and post work, attitude of personnel, emergency changes and the level
of compliance understanding. This type of change management strategy is usually verified
with the help of senior management teams of the organization (Ali and Lai 2016). The
verification of the change management is done with the help of a validation process. There
are three distinct strategies within the validation process and these three steps are as follows:
i) Improvement of Process: The first and the most significant step of the validation
process of change management strategy is the significant improvement of processes. The

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business comprises of several operations or processes and these operations help to define the
overall activity of the organization without any type of complexity. The entire organizational
system is solely dependent on the business operations and if there is any type of change
within the company, the business operations are also affected. If the business operations are
not being managed or improved, there is always a high chance that the new changes would
not be accepted by them and the business could be a failure (Pugh 2016). The resources are
also wasted if the operations are not being executed and the changes are not accepted by the
respective organizational members and customers.
ii) Minimization of Variation: The second important and significant strategy of the
validation process of change management strategy is the minimization of variation. Although,
changes are required within the business, excessive changes or variations could lead to the
failure of the entire change management strategy (Hayes 2018). The quantity of variations
hence should be checked and only those variations should be included that have higher
chances of producing efficiency in the business.
iii) Checking Effectiveness of the Strategy: Another significant and noteworthy
method for verifying the success rate of the change management strategy is by checking the
effectiveness. Few of the changes should be implemented in the beginning for testing and if
they work properly, then the other changes should be implemented in the business.

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References
Ali, N. and Lai, R., 2016. A method of requirements change management for global software
development. Information and Software Technology, 70, pp.49-67.
Altamony, H., Al-Salti, Z., Gharaibeh, A. and Elyas, T., 2016. The relationship between
change management strategy and successful enterprise resource planning (ERP)
implementations: A theoretical perspective. International Journal of Business Management
and Economic Research, 7(4), pp.690-703.
Carnall, C., 2018. Managing change. Routledge.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. human relations, 69(1), pp.33-60.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Engert, S., Rauter, R. and Baumgartner, R.J., 2016. Exploring the integration of corporate
sustainability into strategic management: a literature review. Journal of cleaner
production, 112, pp.2833-2850.
Foss, N.J. and Saebi, T., 2017. Fifteen years of research on business model innovation: How
far have we come, and where should we go?. Journal of Management, 43(1), pp.200-227.
Hayes, J., 2018. The theory and practice of change management.
Petrou, P., Demerouti, E. and Schaufeli, W.B., 2018. Crafting the change: The role of
employee job crafting behaviors for successful organizational change. Journal of
Management, 44(5), pp.1766-1792.
Pugh, L., 2016. Change management in information services. Routledge.

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Stephan, U., Patterson, M., Kelly, C. and Mair, J., 2016. Organizations driving positive social
change: A review and an integrative framework of change processes. Journal of
Management, 42(5), pp.1250-1281.
Van der Voet, J., and Vermeeren, B. 2017. Change management in hard times: can change
management mitigate the negative relationship between cutbacks and the organizational
commitment and work engagement of public sector employees?. The American Review of
Public Administration, 47(2), 230-252.