HST5504 Lecture Notes - Lecture 9: Force-Field Analysis, Carbon Neutrality, Flat Organization
WEEK 9: MANAGING STRATEGIC CHANGE
SHRM: emphasise the functions role in organisational change
Role of the HR Professional:
• Administrative expert - Re-engineer HR activities through the use of
technology; rethink and redesign work processes; etc.
• Employee champion - Employee voice in management decisions;
working to increase employee contributions; etc.
• Strategic partner - Helping the business to successfully execute
strategy
• Change agent - Person who acts as a catalyst for change
Change and HRM Systems:
• Change management interventions seek to permanently alter patterns of organisational behaviour
• Behaviour is a function of the person and the environment (or situation)
• HR systems can create a strog situatio (an environment that shapes organisational behaviour)
Green HRM:
• Goal setting /Vision - Carbon neutral.
• Top management support – modelling
influences.
• Employee involvement – Gree teas, who
were change champions.
• Recognition and rewards – celebratory
parties.
• Waste reduction through recycling.
• Employee involvement – each site develops
own initiatives and competes for Kermit Cup.
• Recycling funds used to resource the staff
lunchroom.
External Forces for Change: include technological change and changes in economic conditions
Internal Forces for Change: include management goals (e.g. to raise firm productivity) and employee expectations
(e.g. more workplace flexibility)
What do organisations want to change?:
• Its strategy or objectives
• Its structure (e.g. delayering)
• Its staff profile (e.g. downsizing)
• Its core values
• Its work processes (e.g. a shift to team-based
work)
• Its technology
• Its environmental performance
Barriers to Change:
Organisational - mechanistic structure, organisation
culture
Group – norms, cohesion
Individual – uncertainty, insecurity
HRM Involvement in Change Process:
• Pace of change creates opportunities for the HRM function to contribute to major change initiatives.
• Change outcomes are often poor in terms of financial returns and damaged morale.
• One of the main reasons for this is lack of attention to cultural and behavioural factors.
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Document Summary
Shrm: emphasise the function(cid:859)s role in organisational change. External forces for change: include technological change and changes in economic conditions. Internal forces for change: include management goals (e. g. to raise firm productivity) and employee expectations (e. g. more workplace flexibility) Its work processes (e. g. a shift to team-based work) Strengthening restraining forces: develop a vision of a more appealing future state. Inform employees about driving forces in the external environment: put employees in direct contact with dissatisfied customers. Weakening restraining forces: communicate the logic of a change, get employees involved in the change, help employees learn new knowledge and skills, negotiate with leaders of resistance groups, threaten people who resist change, help employees cope with stress. Hr specialist potential involvement in change process: prepare, contribute to information sensing and dissemination e. g. hr planning, develop transformational leadership competencies. Facilitate development of employee knowledge and skills specific to the change initiative.
