Organizational Change Management Literature Review

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ORGANISATIONAL CHANGE
MANAGEMENT (LITERATURE
REVIEW)
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Table of Contents
The significance and role of Human Resource Development (HRD) as an agent of organizational change
management...................................................................................................................................................3
Reference.......................................................................................................................................................6
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The significance and role of Human Resource Development (HRD) as an
agent of organizational change management
Role of HRM plays an important position in the organization business. HRM manages all the tasks and
maintains the operational, business requirements to their position within the marketplace. In this
assessment, it explains the depth information of human resource development as an agent of
organizational change management. It also explains the change management and provides information
about managing and leading adequately. It also describes that human resources management is the
backbone of organizations.
Role of human resource development
According to the (Beauregard, et. al., 2015) role and position of HRD as an agent describes that; change
agent in many several areas includes; organizational change administration. It is investigated that there
are various types of roles and positions played by the change management, abilities and competencies for
HRD change agents. It is an integral part of a successful firm. It reaches all the components of business,
firm, company, and agency to make the environment better and emphasis on staff development.
(Cho, et. al., 2013) defines that change agents are those human beings who manage and change the
initiate within the organizations. Human resource development supports to the new and advanced
technologies by providing staff training, couching of operations. It is defined that person should
responsible and capable to organize and coordinate the whole change exertion. It is an analysis that
persons can either internal change agent who subset the organizational leaders or external change agents.
According to (Collins, et. al., 2017) argues that it is essential for the organization to take care of when
hiring the staff. It is the most critical step for human resource development. During recruit the staff it is
required for the organization to employ the new candidate; HR should work smoothly and support to
precede the work according to the organizational requirements. It is because of these persons can
accomplish all the tasks and targets to change.
Customer’s requirement and expectations are assessing. The role plays through the HRD experts equally
changed when organizational changes are arises. The major role which is played and handles by the HRD
experts is identified, select and assess the training programs of employees. These programs could external
as well as internal and commit with the activities, performance of the workforce. Employee’s
performance is evaluated by designing and customizing the training sessions. However, training sessions
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are essential and important for human resource development. In the present time, HRD experts duties are
a strategic adviser who supports for decision-makers towards their problems, issues regarding the HRD.
These agents also play the role and responsible for handle all the tasks and manage the HR systems
designer as well as a developer by assists the HR management. These designers and developers assist the
human resources systems within the organization for maximizes the performance.
Human resource development as a change agent:
According to the (Farnia & Nafukho., 2016) describes that human resource development change agents
are categories in four dimension such as; transformational, human resource vision, incremental factor and
HR experts. It is analysis that transformational change is the major and essential change which has
powerful effects on HR rules and regulations, practices as well as multiple types of functions. HRD
expertise is knowledge and abilities which explains the skills and contribute the HR professionals to
manage and maintain the people management. Change agent’s duties and roles carried out HRD experts
are change adaptors, change advisors and synergists.
Skills and abilities which are essential for the human resource development agents are:
It is essential for change agents to add the values towards business to attaining sustainable competitive
chances, opportunities. It is also very important to the agents to focus on the process leading for changing
the business circumstances. Skills show that adequate of information and abilities enable for particular to
act as smartly and manage all the activities and handle the situations. Skills are: effective relationship
ability, manage all the tasks and targets on time, HRD competencies, value chain knowledge and
information and manage the conflicts. These competencies should be followed and essential for change
agents. By using all these skills agents can capable to handle all the tasks and perform the tasks on time
(Han & Boulay, 2013).
Relationship skills: This ability should be followed by the agents because this skill shows that persons
should capable to add the values towards business and attain the sustainable competitive advantages.
Agents should concentrate on changing the business circumstances and support the process by using these
types of competencies.
Professional skills: According to the (Garavan, et. al., 2016), these types of skills should be conceded to
employees champion experts of the agent. It is necessary for the experts and line managers of the
organization should focus on the employee’s performance and gain through their working partners. They
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should capable to pass the traditional operations HR activities in the HR business, performance
management, talent management.
HRD skills: The HR experts need to create a sustainable environment to learning the process as a change
agent. Agents should capable to help and support the employees. Employees do their work on time
through the help of professionals. They support to improve organizational development, personal
information, knowledge, competencies and abilities.
Significance of human resource development as agents are:
Human resource development is essential for organizations because it provides various types of benefits.
It is an investment whereas employees do their work with their potential and make efforts for the
workforce. It is analysis that when organizations make efforts for their employees, they are motivated,
strengthen and become valuable. It is an analysis that organizations make efforts towards HRD
contributes to rewards. Practices and activities provide benefits to the organizations for on the job abilities
towards employees (Kim & Mclean, 2012). It supports to the on the job employees to feel comfortable
and focus on to improve the outputs. It supports to provide directions to doing work in the right
directions. It makes the internal environment comfortable and makes employees feel free that
organization invests on them. Manager’s support, leader’s cooperation helps to make the environment
become healthy, loyal and productive. It is an analysis that workforce is accepting the changes when they
expose HRD activities continuously.
It not only supports to the employees but also provides directions to the business structure, operations.
Due to changes in the organization's employees understand that changes improve the organization
business and new practices. HRD experts support to the team, help the workforce and make efforts for
improvements. It built the team spirit, positive environment, make a healthy environment, and improve all
the conditions which are weaker in the organizations. Staff members of the organizations feel pleasure
when they get positive opportunities within the organization. Training facility support to the employees to
do work effectively, it also supports to the employees that continue training to provide effective
workforce, encourage the employees to do work with their full potential. It also increases productivity
(Lee Cooke, 2013).
Theories
Behavioral approach
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This approach refers that modify the behavior through reinforcement. The behavior has two aspects such
as; positive and negative which are reinforced through rewards systems. It is an analysis that this
approach focuses on behaviorist learning theories. Reinforcement concept refers to certain behavior. It
suggests that reinforcement require becoming effective.
Impacts of internal forces and external environmental forces:
Both aspects affect the organizational business environment:
External factors: Socioeconomic factors, employment rate, reservation systems, market compensation
and information systems affect human resources development.
Internal factors: Organizational environment, culture, size, company product and services also affect the
HRD practices and activities. HRD support for making the organizational culture healthy, work types
balanced, and cost of the recruitment will be managed.
The HRD of organizations needs to accept its norms, rules and regulations to protect the business
environment become healthy and comfortable.
It is concluded that this essay presents the concept of human resources development. It is essential for
each organization which emphasis on education, training and development of employees, manage the
business environment. These activities support to the workforce by onboarding process and improve
success via employment. This essay explained the depth information of HRD and its impacts and benefits
to the organization. It also explained the information of theories regarding human resources development.
Its programs support to the organizational change management. It also explained the external and internal
factors impacts towards HRD. It also explained that HRD provides various types of benefits to
organizational change management.
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Reference
1. Beauregard, N., Lemyre, L., & Barrette, J. (2015). The Domains of Organizational Learning
Practices: An Agency-Structure Perspective. Societies, 5(4), 713-733.
2. Cho, D., Eum, W., & Lee, K. (2013). The impact of organizational learning capacity from the
socio-cognitive perspective on organizational commitment. Asia Pacific Education Review,
14(4), 511-522.
3. Collins, J., Zarestky, J., & Tkachenko, O. (2017). An integrated model of national HRD and
critical HRD: Considering new possibilities for human resource development. Human Resource
Development International, 20(3), 236-252.
4. Farnia, F., & Nafukho, F. (2016). Emotional intelligence research within human resource
development scholarship. European Journal of Training and Development, 40(2), 90-110.
5. Garavan, T., Neeliah, Auckloo, & Ragaven. (2016). Human resource development in Mauritius:
Context, challenges and opportunities. European Journal of Training and Development, 40(4),
210-214.
6. Han, H., & Boulay, D. (2013). Reflections and future prospects for evaluation in human resource
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7. Kim, N., & Mclean, G. (2012). Societal Development Through Human Resource Development:
Contexts and Key Change Agents. Advances in Developing Human Resources, 14(3), 239-250.
8. Lee Cooke, F. (2013). Human resource development and innovation in China. Journal of Chinese
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11. Quinn, F. (2018). Human Resource Development, Ethics, and the Social Good. New Horizons in
Adult Education and Human Resource Development, 30(2), 52-57.
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transitioning society: The case of Cambodia. Human Resource Development International, 20(2),
127-146.
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13. Sablok, G., Stanton, P., Bartram, T., Burgess, J., & Boyle, B. (2017). Human resource
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organizational performance. Journal of Organizational Behavior, 35(6), 851-870.
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An Introduction. Advances in Developing Human Resources, 18(4), 431-438.
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