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13-05-2019 | Hauptbeiträge - Thementeil | Issue 2/2019

Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 2/2019

The role of human resource management practices in managing organizational change

Journal:
Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) > Issue 2/2019
Author:
Prof. Dr. Sabine Raeder

Abstract

The contingency perspective on human resource management (HRM) advocates that HRM practices fit the internal or external situation of the organization. Organizational change has not been considered to be one of these contingencies, although in many organizations, the HR department is responsible for implementing and managing change. This study in the journal Gruppe. Interaktion. Organisation aims to explore the use and effectiveness of HRM practices to manage organizational change in a case-based approach. Data were collected in five organizations, and interviews were analysed with qualitative content analysis. The results show two sets of HRM practices relating to the major organizational changes in the five companies, that is, reorganization and downsizing. The organizations adapted a broad range of practices to suit change-related requirements, and these practices yielded more favourable outcomes than the changes themselves (e.g., regarding perceived job security). Using a broader range of HRM practices and implementing them with more care produces more beneficial outcomes. Hence, organizational change should be considered to be a factor of contingency. It is beneficial for organizations to attentively adapt the current practices to the ongoing change.

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