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2018 | OriginalPaper | Chapter

Managing Change and HRM

Author : Ashish Malik

Published in: Strategic Human Resource Management and Employment Relations

Publisher: Springer Singapore

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Abstract

At the end of this chapter, you should be able to:

Analyse the key barriers to change
Describe the four tasks of managing change
Examine and analyse the relationship between managing change and HRM practices
Identify the key competencies needed by an HR practitioner in managing change

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Change agent

can be an internal (usually the HR or OD practitioner) or an external (typically an OD consultant) role that focuses on the effective design and implementation of change management initiatives in an organsiation. The agent –internal or external–must successfully carry out the four or similar tasks of change for successful change outcomes.

Organisational change

refers to changes that an organisation wishes to engage in, in response to pressures from its internal and external strategic environments. The nature of such changes can be technical (product or process-related), managerial (process, structural or values) or behavioural (e.g. cultural) and the scale of such changes can be transformational (wide-reaching, fundamental and significant affecting all or most parts of an organsiation) or transactional and incremental (small steps affecting some parts of the organisation) change.

Organisational development

is a long-term strategic planned and systematic behavioural science approach to managing change in an organisation’s individual-, group- and systems-levels for improved performance and overall sustained levels of effectiveness of a business.

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Title: Managing Change and HRM
Author: Ashish Malik
Publisher: Springer Singapore
Book: Strategic Human Resource Management and Employment Relations
Print ISBN: 978-981-13-0398-2

Electronic ISBN: 978-981-13-0399-9

Copyright Year: 2018
DOI: https://doi.org/10.1007/978-981-13-0399-9_12