The document discusses the role of human resource development (HRD) professionals as change agents in organizations. It first covers organizational change management and common change models like Lewin's three-step model of unfreezing, moving, and refreezing and Kotter's eight-step model. It then examines the specific roles of HRD professionals in change management, such as facilitating change through training and communication, helping implement new technologies, and guiding organizations through recruitment and evaluation of customer needs during times of change. The document concludes that the role of HRD professionals has evolved to include change agent responsibilities in addition to traditional training and development functions.
: The purpose of this paper was to examine the degree of Human Resource Management (HRM)
practices utilized by Total Quality Management (TQM) implementing companies and if these aspects are
affected by the existence of TQM. Based on previous literature, a questionnaire concerning HRM practices was
constructed and addressed to Greek companies from all business sectors
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
: The purpose of this paper was to examine the degree of Human Resource Management (HRM)
practices utilized by Total Quality Management (TQM) implementing companies and if these aspects are
affected by the existence of TQM. Based on previous literature, a questionnaire concerning HRM practices was
constructed and addressed to Greek companies from all business sectors
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
Effective Leadership-Employee Retention-Work Life Balance: A Cyclical ContinuumIOSR Journals
It is an interactive paper which has been made to explain the association between leadership and its impact on employee’s work-life and employee retention. Both the expressions have gained a lot of magnitude in these day’s Organizations. Leadership has been taken up as a foundation in the study as it builds up the essence of our Organizations; Work-life balance has also been addressed as a basic issue for the employees as well the employers. The study undertaken tries to explain in a theoretical and a very interactive way how effective leadership can help balancing the work-life of employees and consecutively leads to help the Organization identify its quality employees and tap their efficiencies for a long-term through employee retention
Human Resource Flexibility and Organizational Effectiveness: Role of Organiz...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
Behavioral Approach to Leadership Boundary Spanning Transaction Relationship ...IJASRD Journal
All of the organizations, before choosing of alternatives for improve of company performance, proposed for test and evaluation of the pattern of this research, and if they could not receive of suitable results from perform of it, in that case will be free for choosing and selecting another alternative. The term behavioral approach to leadership boundary spanning transaction relationship have declared that risk taking capability of the boundary spanning transaction relationship is the major factor for making distinguish between boundary spanning transaction relationship and workers. Since then, risk taking taken as one of behavioral approach to leadership boundary spanning transaction relationship's component into consideration. For these reasons, after determination of boundary spanning transaction relationship places for manufacturing organizations, the find of alternatives for perform of it is very important.
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
Effective Leadership-Employee Retention-Work Life Balance: A Cyclical ContinuumIOSR Journals
It is an interactive paper which has been made to explain the association between leadership and its impact on employee’s work-life and employee retention. Both the expressions have gained a lot of magnitude in these day’s Organizations. Leadership has been taken up as a foundation in the study as it builds up the essence of our Organizations; Work-life balance has also been addressed as a basic issue for the employees as well the employers. The study undertaken tries to explain in a theoretical and a very interactive way how effective leadership can help balancing the work-life of employees and consecutively leads to help the Organization identify its quality employees and tap their efficiencies for a long-term through employee retention
Human Resource Flexibility and Organizational Effectiveness: Role of Organiz...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
Behavioral Approach to Leadership Boundary Spanning Transaction Relationship ...IJASRD Journal
All of the organizations, before choosing of alternatives for improve of company performance, proposed for test and evaluation of the pattern of this research, and if they could not receive of suitable results from perform of it, in that case will be free for choosing and selecting another alternative. The term behavioral approach to leadership boundary spanning transaction relationship have declared that risk taking capability of the boundary spanning transaction relationship is the major factor for making distinguish between boundary spanning transaction relationship and workers. Since then, risk taking taken as one of behavioral approach to leadership boundary spanning transaction relationship's component into consideration. For these reasons, after determination of boundary spanning transaction relationship places for manufacturing organizations, the find of alternatives for perform of it is very important.
Table of Contents1Introduction32Reflective Ob.docxmattinsonjanel
Table of Contents
1 Introduction 3
2 Reflective Observation 3
3 Abstract Generalisation 5
4 Application 6
5 Conclusion 8
6 References 9
Introduction
Nowadays, change is inevitable for most organizations, and applying effective organizational change could direct organizations to reach a competitive advantage (Armenakis & Harris, 2009; Clegg & Walsh, 2004). In most cases the effort in achieving success in organizations fails due to the lack of people’s commitment and misdiagnosis of change (Armenakis & Harris, 2009; Oreg, 2003). Therefore, in relation to my previous experience and relevant studies, I will argue that leaders support in leading the change, Human Resource Management (HRM) intervention and the process of building commitment in organizations will enhance the success probability of change. The outline of the reflective journal will be as follows. The first section will be highlighting reflective observations of these three topics, and the second section will give an abstract generalisation where it shows the relationship between these three topics in the change management context. Subsequently, the application of the principles in my future career will be discussed. Finally, conclusion will be provided in the final section. Reflective Observation
HRM planning and intervention are encompassing all steps of the change process framework adopted from Härtel and Fujimoto (2010). Molineux (2013) found that the implementation of systemic HRM is considered to have a strategic function in change management. The ideas of systemic HRM have not been applied in my organization where the HR practices are not integrated well. Strategic HRM intervention could enhance the change enablers in the organization in an effort to increase the probability of success (Al-Haddad & Kotnour, 2015). Jiang et al. (2012) in their research construct the HR system and define the relationships within the system which is influencing employees’ abilities, motivation and opportunities. The relationships within the HR system have gained comprehensive understanding of how the process works and how it aligns with business strategy. Nowadays, strategic HRM intervention from transactional to transformational activities has made HR professionals gain more strategic values which also relates to organizations’ performance (Buller & McEvoy, 2012). In my opinion, E-HRM and/or outsourcing HR role play important roles in supporting the shift, as it is provide time for HR practitioner to work more in strategic role. From my experience, the application of E-HRM is not as easy as it seems, due to the lack of knowledge, skills and readiness with new technology. Therefore, Parry (2014) suggests that organisations should carefully design and implement E-HRM to adjust with the condition of members in organizations.
The second topic is leading change. Leaders’ support in change process is needed to influence the willingness to change among employees (Bass, Avolio, Jung, & Berson, 20 ...
Running head DOCTORAL QUALIFYING EXAMINATION PAGE 1DOC.docxjeanettehully
Running head: DOCTORAL QUALIFYING EXAMINATION PAGE 1
DOCTORAL QUALIFYING EXAMINATION PAGE 43
Doctoral Qualifying Examination
Doctoral Qualifying Examination
Introduction
The Doctorate program in business administration for first year of University focuses on the introduction of the various concepts of leading change, marketing strategy and consumer behavior, finance for managers, a management strategy for performance, business intelligence and global economics. This paper mainly includes all the evidence of the concepts which are learned in the four courses of my first year such as leading change, business intelligence and information systems, management strategy for performance, marketing strategy and consumer behavior in the order it has been given.
Part I: Portfolio of CLA 2’s
CLA 2 Introduction: Course #1
Throughout the Leading change course we were introduced to the concepts of managing change, images of change management, why change? Contemporary pressures and drivers, vision and the direction of change, change communication strategies, organization development and sense-making approach, sustaining change versus initiative decay. This CLA2 paper offers proof of ability as IT Manager implement change in the organization. As agile transformation Leader in leading change and providing vision and sense of direction of change. This course has provided the ability to implement change in agile transformation and develop change management strategy by successful implementation of the change through entire enterprise level. Change is inevitable in the business world. Leading change is not an easy task and most of the change management processes have failed in the recent past due to various reasons. Effective team leaders are prerequisite in ensuring that the change is achieved within the stipulated time. Generally, leaders must cultivate the skills for assimilating change, providing expectedness and assist others to understand the integral risks, advantages, and reasons behind a certain change. The history of leading change which can be traced from 1960-2012 will be discussed in this paper. Moreover, various leadership styles and how they impact change in organizations will also be incorporated. Change process cannot be achieved without resistance in the workplace and this is also taken care of. Motivations for change are essential because they play fundamental roles in achieving changes. Furthermore, leading change as an individual is not easy since it requires much competence and skills. Lastly, success factors of implementing change process and its benefits are of great importance in organizations.
BUS 735 CLA 2
Change is inevitable in the business world and it takes place probably on daily basis. Change in the business world is currently being compared to taxes and deaths which cannot be avoided at all costs. People are very significant elements when it comes to transforming change organizations since they are the p ...
Abstract
Translate AbstractUndo Translation TranslateUndo Translation
Press the Escape key to close
FromTo
Translate
Translation in progress...
[[missing key: loadingAnimation]]
The full text may take 40-60 seconds to translate; larger documents may take longer.
Cancel
OverlayEnd
Purpose - The purpose of this article is to analyze the commonalities of various change and transition models developed over time to assist with and support managing organizational change. Design/methodology/approach - The article provides an examination of change and transition models through a review of relevant literature and the comparison of different models. Findings - Each change and transition model has similar methods of handling change. Their unique methods and strategies provide additional insights into possible applications to most organizations. In some cases, models could be combined to form new models to best fit the circumstances of the organization. Practical implications - This comparison can assist individuals in evaluating and selecting the model based on organizational need while remembering to focus on both the physical and the emotional changes in an organization. Originality/value - The article shows that human resource managers can benefit from learning the commonalities between change and transition models when considering what will work for their organization in conjunction with the review of a number of well known and relevant models.
More
You have requested "on-the-fly" machine translation of selected content from our databases. This functionality is provided solely for your convenience and is in no way intended to replace human translation. Show full disclaimer
Neither ProQuest nor its licensors make any representations or warranties with respect to the translations. The translations are automatically generated "AS IS" and "AS AVAILABLE" and are not retained in our systems. PROQUEST AND ITS LICENSORS SPECIFICALLY DISCLAIM ANY AND ALL EXPRESS OR IMPLIED WARRANTIES, INCLUDING WITHOUT LIMITATION, ANY WARRANTIES FOR AVAILABILITY, ACCURACY, TIMELINESS, COMPLETENESS, NON-INFRINGMENT, MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. Your use of the translations is subject to all use restrictions contained in your Electronic Products License Agreement and by using the translation functionality you agree to forgo any and all claims against ProQuest or its licensors for your use of the translation functionality and any output derived there from. Hide full disclaimer Translations powered by LEC.
Translations powered by LEC.
Full Text
· Translate Full textUndo Translation TranslateUndo Translation
Press the Escape key to close
FromTo
Translate
Translation in progress...
[[missing key: loadingAnimation]]
The full text may take 40-60 seconds to translate; larger documents may take longer.
Cancel
OverlayEnd
· Turn on search term navigationTurn on search term navigation
· Jump to first hit
Introduction
Change is evident everywhere from th.
The Factors Influencing to Job Satisfaction with Work Motivation as Moderatorinventionjournals
In order to get achieve job quality is aimed and optimally. major component to achieve the goal is employees as HRM in institutional that continue level toward any program. This research aims to examine, analyze to investigate, the condition and influence work design, training and development, empowerment to motivation and a partial simultaneous. also the influence of the job design, training and development, employee’s empowerment, and working motivation as partial and simultaneous to job satisfaction in Municipality Government Ternate. While testing and analysis of data was done using Structural Equation Model (SEM. Output of study proved the existence of the influence of job design, training and development, empowerment both in the partial and simultaneously. The contribution of R2 = 0.57, it most significant influence of empowerment and motivation of two other variables. While job design, training and development, empowerment, to get synergic with work motivation proved both partial and simultaneously it has positive effects and significant on the job satisfaction by contribution total influence direct and indirect R2 = 0.79 among the fourth variables that influence the achievement of the having valuedominant are motivation
Transformational Change Management Plan
1
Transformational Change Management Plan
8
Transformational Change Management Plan
Tracey Urban
HRMT440-1402B-02
Instructor: Ericka Smith
June 16, 2014
Transformational change management plan
Introduction
Off shoring is a form of outsourcing where by some operations and activities of a company are carried out in another country with an aim off reducing labor expenses or to enter new markets among other benefits associated with it (Grossman, 2008). The overall basic effort is cutting on costs.
Off shoring of the production activities of the company affected many of the stakeholders. First, most of the employees were misplaced due to the lay-offs when the production facilities were moved to another country. Most of them were not able to secure other new jobs and this in turn affected the local economy of the domestic country. Off shoring also enabled the business to access new market areas with new clients. This is by bringing the products closer to the businesses target market and also boosting the brand of the business in the new territory. The clients were also affected by the plan. This is due to the ambiguity in the requirements of the clients and their deliverables due to off shoring.
The change was initiated by the loss of business to a competitor. The loss of business required a radical change in the business model of the company and the company planned for off shoring. The transformational change will enable the business to reposition itself in the market (Weerakkody, 2011).
The transformational change has been well accepted. This is because of the general acknowledgement that this process will allow the company to take advantage of the savings that will be associated with it. Off shoring will provide benefits such as lower costs of products and
services to the clients and this will offset the financial issues associated with the huge layoffs of the long term employees.
Transformational Plan Shell
1. Executive summary
Objectives
Change management recommendations
2. Integrated change management
Gather input
Develop strategy
Plan
Execute
Risks
3. Change management strategy and plan of activities
Approach and recommendations
Team structure
Interaction
Change network
Change agents
Change readiness survey
4. Stake holder high level analysis
External
Government
Employees
5. Appendices
A change is considered to be a transformational change if it alters the basic nature of a firm. These changes occur when there is need for a company to improve its performance, cut costs or turn around crisis thus it is a key source of competitive advantage for a company. Some of the organizational changes that are considered to be transformational changes are restructuring, reengineering and downsizing.
Firms cannot just keep what they have been doing because in a business environment, there is a stiff competition in the market and to be competitive and up-to0date with the current market, a f ...
A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...IAEME Publication
Concept of organizational change could be better understood on several grounds. Firstly, organizational change includes variety of change which may not always be planned and whose objectives may not be very much clear. Secondly, organizational change also includes those changes which may occur with the passage of time. Besides being gradual and steady, these changes are necessary for the survival of organization. Thirdly and finally, organization change may not be measurable. Organization results in organizational development. This study helps to identify the various positive or negative outcome of change, preparedness of employees to accept change, various ways of communicating the changes to the employees; various support factors to employees during organizational change. Data’s were collected from 122 employees. Analysis used was Percent Analysis, Chi-Square and ANOVA.
Business and Economics Research Journal Volume 5 Number .docxRAHUL126667
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye, [email protected]
Abstract: Today, researchers have been exploring employee’s resistance to change and how to
foresee these aversive behaviors during organizational change process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees view organizational change in a negative
way even if change efforts will results in favorable consequences for them. At this point,
communication process has a crucial effect on the perception of employees towards change process. In
addition, several studies confirm the role of perceived justice in the organization during organizational
change. So, the effects of communication and perception of justice on behaviors of employees during
change process and the contribution of communication on resistance to change through perception of
organizational justice was explored. The research was conducted among 583 employees in Turkey. The
results of the regression analysis showed that perception of organizational justice plays a mediating
role between communication to resistance and change.
Keywords: Change, resistance to change, perception of justice, communication.
JEL Classification: M10, M12
1. Introduction
Global competition, new age information technologies, global economic crises, new
political strategies and rapidly evolving consumption trends are stimulants for organizational
change. Organizations must implement continuous and transformational change to remain
competitive (Cohen, 1999). For instance, Forbes published its first Top 100 Companies list in
1917. It re-printed it in 1987, showing that 61 of the original 100 companies has no longer
existed (Foster & Kaplan, 2001). This shows that in today’s dynamic world, organizations must
change or go out of business.
So, organizational change has become a very popular subject for scholars and
researchers. Organizations have been spending huge amounts of money, time and human
capital to be successful in their change efforts. However, Beer, Eisenstat and Spector (1990)
noted that change programs often failed or made situations worse. Such results have led
researchers and practitioners to search how organizations can successfully accomplish
change processes. The reasons for failure in the change process were found as technological
difficulties and lack of money, but most importantly, human related problems (Lawrence,
1954 cited in Foster, 2008).
The Role of Corporate Communication and Perception of Justice during Organizational Change Process
Business and Economics Research Journal
5(4)2014
144
There are several studies that have attempted to understand and predict emp ...
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Digital Tools and AI for Teaching Learning and Research
Role of hrd as a change agent
1. Education Journal
2015; 4(5): 214-221
Published online August 12, 2015 (http://www.sciencepublishinggroup.com/j/edu)
doi: 10.11648/j.edu.20150405.15
ISSN: 2327-2600 (Print); ISSN: 2327-2619 (Online)
The Role of Human Resource Development as a Change
Agent
Teresia Njoki Muchira, Kellen Kiambati
School of Business,Karatina University, Karatina, Kenya
Email address:
terrynm2007ke@yahoo.com (T. N. Muchira)
To cite this article:
Teresia Njoki Muchira, Kellen Kiambati. The Role of Human Resource Development as a Change Agent. Education Journal.
Vol. 4, No. 5, 2015, pp. 214-221. doi: 10.11648/j.edu.20150405.15
Abstract: For businesses to maintain their position in the market place or gain competitive advantage they need to change
constantly. Change helps improve and increase productivity which ultimately increases sales of an enterprise. The growing
global competition and the rate of technological advancement foresee a continuing need for change. An organization will
require the services of a change agent to assist in in its effort to change successfully. This study examines the role of Human
Resource Development (HRD) as a change agent in several areas such as organizational change management, different roles
played by the change management, skills and competencies for HRD change agents, the models of change used by the change
agents to facilitate change and conclusion. The study ends with recommendations for further research.
Keywords: Human Resource Development, Change Agents, Change Management, Competencies
1. Introduction
Currently, organizations have to keep on changing in order
to remain competitive and have competitive advantage as
they are operating in an environment that is fast paced and
changing continuously (Biedebacha & Spimlderholma, 2008).
Improvement in employee performance can help boost the
production and increase sales of an organization. Dowling
and Welch (2004) postulates that growth in mergers,
acquisition and alliances, organizational restructuring, global
competition and rapidly changing technology are the
accepted forces of change. Organizations that want to go
global are likely to seek Human Resource Development
(HRD) professionals for support and advice (Short and
Callahan 2005). Employees are the implementers/drivers of
any desired change in an organization and should therefore
be involved in the planning for change. According to Ulrich
and Brockband (2005) it is the responsibility of Human
Resource (HR) professionals to protect the employees
against the side effects of inevitable changes and to ease the
effect of changes in the organizations change agents. Vital
role of maximizing organization’s human resource is played
by the HR practitioners as it is critical for accomplishing key
organizational process through the support of employee
behaviour and accordingly proceed to have a successful
organization.(Nel,Werner, Poisat, Sono, Du Plessis, & Nqalo,
2011; Stone 2008; Rennie 2003; Wright & Boswell, 2002).
When the employees are involved they will own the change.
HR Practitioners have been assigned many roles such as
specialists in service provision, provision of guidance and
advice, business partner, a strategist as well as change agent
(Armstrong 2006). The change agent comes in handy
because he/she facilitates this change through the personnel.
He/she is able to gain commitment from the employees.
He/she is able to facilitate change by having a potential
impact on employees in all major projects (Caldwell 2003).
Lunenburg (2010) in his paper Managing Change: The Role
of the Change Agent only discussed general role of change
agent but did not discuss the role of HRD as a change agent.
This paper therefore aims at discussing the role of Human
Resource Development officers as change agents.
2. Literature Review
2.1. Organizational Change Management
Hayes (2002) defines organizational change management
as the transformation and modification of whole
organizations, or parts, in an effort to maintain or improve
upon the effectiveness in productivity, revenue, market
competitiveness and internal alignment. Kotter J., (2011)
indicates that change management is an approach to
transitioning individuals, teams and organizations to a
2. Education Journal 2015; 4(5): 214-221 215
desired future state. He continues and posits that change
management is the utilization of basic structures and tools to
control any organizational change effort. It is an
organizational process aimed at helping employees to accept
and embrace changes in their current business environment
as they are the lifeblood of a company according to (Du
Plessis., 2009 & Rennie, 2003)
According to Nel, P. S., Werner, A., Poisat, P., Sono, T., Du
Plessis, A. J. & Nqalo, O. (2011), the environment of the 21st
century is turbulent and uncertain and organizations which
manage change effectively by continuously adapting their
systems, strategies, cultures, products and bureaucracies are
branded as masters of renewal. Guy, Beaman and Weinstein
(2005) affirms that the century is moving forward at a rapid
pace; people are becoming more technologically advanced,
have higher expectations, open to globalization and growing
more innovative with each passing day. Carnall (2003)
portrays organizations that change as value adding
companies due to their consistently emerging needs to keep
up with customers’ needs. He continues to say business
should continuously reframe their strategies, corporate
culture, technologies, training and deployment and their
leadership or leadership styles to remain relevant. Purcell
(2001) submitted that HR can play a most important part in
change as Human Resource Management strategies are
concerned with the future, the unknown, thinking of and
learning how to do things differently, performing things
differently and handling its implementation. Organizations
that have integrated their human resource management
policies with the strategies and the strategic change process,
training, and employee relations manage their change
successfully (Armstrong, 2006)
According to Jamrog and Overhold, (2004) HR
Practitioners in past have been tagged as administrators but
firms wants HR function to go beyond the delivery of cost
effective administrative and provide expertise on how to
leverage human capital. According to Rennie, 2003; Walker
and Stopper, (2000) considerable attention to HR
practitioners’ roles as business partners and leader of change
has also been received. Hobeche, (2006) posits that over the
years the function of HR has become more multifaceted as
the pace of change quickens, requiring a transition toward
more value-added roles such as the role of change agent. Nel
et al., (2011) says that HRD practitioners have critical role to
play to ensure that the change process runs smoothly as
change in itself causes a high level of turmoil on
organizations.
2.2. Models of Change
The change agents can institute change by following Kurt
Lawin’s three steps change model and Kotters eight steps
model.
Normandin (2012) in his article “Three Types of Change
Management Models” explain Kurt Lewis’s Model of change
as follows: Kurt Lewin created this change models in 1950s
where he observed that people desired to operate in comfort
zone. According to George and Jones, (2002), a three-step
process for successful organizational change was proposed
which are unfreezing, moving, and freezing.
2.3. Unfreeze
To avoid resistance to change the first stage of change
involves preparing the organization to accept that change is
necessary, which involves breaking down the existing status
quo before you can build up a new way of operating. Schein,
(1992 indicates that employees are motivated to unfreeze
when they understand the crisis the firm is going through or
have a good vision to motivate them. Breaking down of the
status quo is the unfreezing Burns, (2004) indicates. The
preferred environment should be created for change to occur
so the new ideas and visions can be formed in people’s mind.
The unfreezing process passes through three phases.
Firstly there must be indicators that current conditions are
not ideal. Secondly, this vital information must be
communicated to organizational members and finally a
solution has to be found to reduce members of anxiety. This
first phase of change is the most difficult and stressful. A
period of thawing or unfreezing must be initiated through
motivation.
2.4. Transition/Change
In this stage, people have resolved their uncertainty and
are looking forward to new ways of doing things and support
the new direction. Morrison, (2010) points out that since
change is dynamic it will doubtless involve a transition
period if it will be effective. He continues to say that change
can start when members open their minds. The second phase
enables members to move from a less acceptable situation to
the desired future as it is more interactive Barnstable (2012).
For the process to be successful, reassurance from leadership
is required. Also communication is vital for the success of
change and people need to be given time to understand the
change and feel highly connected to the organization
throughout the transition period.
2.5. Refreeze
At the point when the progressions are coming to fruition
and individuals have grasped the better approaches for
working, the association is prepared to refreeze. Ramos
(2011) indicates that changes in the association are
completely acknowledged by all parts and the principle
reason at this stage is strength. The outward indications of
the refreeze are a stable association outline, reliable sets of
responsibilities, etc. The refreeze arrange likewise needs to
help individuals and the association disguise or organize the
progressions. This implies verifying that the progressions are
utilized constantly; and that they are fused into regular
business. With another feeling of steadiness, workers feel
sure and agreeable with the better approaches for working.
2.6. Kotter’s 8 Step Change Model
According to Kotter and Cohen (2002) there are eight
critical steps an organization needs to go through for
3. 216 Teresia Njoki Muchira and Kellen Kiambati: The Role of Human Resource Development as a Change Agent
successful change.
Leaders who successfully transform businesses do eight
things right and they do them in the right order! (John Kotter)
2.6.1. Create a Sense of Urgency
People will act immediately if they are convinced and see
the need for change. The first step in successful change effort
is to make sure sufficient people act with sufficient urgency.
For change agents to have power and credibility to initiate
the required change program the need for change must be
understood(Kotter, 1997) The use of consultants as a tactic
for creating sense of urgent and to challenge the status quo is
recommended by Kotter (1996). This is also applied to
examining the realities, identifying and discussion crisis,
potential crises or major opportunities.
2.6.2. Creating the Guiding Coalition
Appelbaum.S.H., Habashy S. Jean-Luc Malo S.J, Hisham
S. (2012) in their Journal “Back to the future: revisiting
Kotter’s 1996 change model”, cites Kotter (1996) and posits
that no one person is capable of single-handedly leading and
managing the change process in an organization and putting
together the right “guiding coalition” of people to lead a
change initiative is critical to its success. Therefore, it is
critical for the change operators to assemble a gathering with
enough power to lead the change and get the gathering to
cooperate like a group. A compelling controlling gathering
has two qualities. It's comprised of the right individuals, and
it exhibits cooperation. The "right individuals" are those
people with suitable abilities, administration limit,
authoritative validity, and the associations with handle
hierarchical change like the change specialists. According to
Kotter (1996), the introductory undertaking of the controlling
coalition is to define a dream for the change exertion and to
guarantee that it is conveyed all throughout the association.
2.6.3. Developing a Vision and Strategy
According to Kotter, (1996) employees are able to
understand and to act on a vision if it clearly defined. A good
change agent should help the organization to ask themselves
these questions; What change is necessary? What is our
vision for the new organization? What should not be altered?
What is the best way to make the vision a reality? What
change strategies and unacceptably dangerous? If they are
able to answer these questions they can transit change very
well. Managers who understand the change effort are more
likely to be excited about the change and less likely to think
that change effort would fail (Washington & Hacker 2005).
2.6.4. Communicating the Change Vision
Communication is very vital for any organization in all
aspects. According to Bordia et al, (2004) communication is
a critical element of the organizational change process as it
can reduce uncertainty, decrease ambiguity and even affect
the type of positive or negative response to the change.
(Nelissen and Van Selm, 2008). The vision should be
understood and accepted by as many people as possible.
Change messages communicated should be simple not
complex for easy comprehension.
2.6.5. Empowering Broad-Based Action
According to Kotter (2002) Barriers should be eradicated
when people begin to understand and act on a change vision.
Structures and obstacles that undermine the vision should be
removed and systems changed.
2.6.6. Generating Short-Term Wins
Appelbaum. et al (2012) cites Pietersen, 2002) in which
The former President of Lever Brothers’ Foods Division in
the USA, Willie Pietersen, says that large-scale change can
be a long, formidable undertaking, so it is important to create
short-term wins. Achievements that can easily be visible
should be planned. Short term wins should be recognized and
those employees involved should be rewarded.
2.6.7. Consolidating Gains and Producing More
Change/Don’t Let Up
Determination and persistence should be nurtured and
encouraged by use of increased credibility to change
structures, systems and policies. According to Pfeifer et al.
(2005) the main goal for gathering first successes is verifying
the credibility of vision and strategy through the use of
measurable results. He continues and says that these first
successes will be required to plan for further change.
2.6.8. Anchoring New Approaches in the Culture
Change agents require a support structure for sustainability
of change. The structure should offer training and mentoring.
Communication and recognition of change initiatives should
be used like newsletters, informal meetings seminars, web
sites among others (Massey & Williams, 2006). Articulate
the connections between the new behaviors and
organizational success, and develop the means to ensure
leadership development and succession.
2.7. Change Agent Role
Lunenburg (2010) posits that there are three distinct roles
of any change agent; consulting role where the agent assists
employees to generate data from within the firm or from
external sources, and through analysis of valid data helps the
workers to solve problems. Training role in which the agent
trains organizational members to learn new methods by
providing them with new skills. Research role where he/she
may not only train employees but design an evaluation
component that can be used in solving not only the current
problem but also solve future problems (Carnall, 2008;
Dawson, 2010; Stephen, 2010; Tidd, 2010).
2.8. The Human Resource Development Change Agent’s
Role
Change agents are the persons who initiate change and
manage change in the organizations. They are specialized in
theory and practice of managing changes (Varghese et al
2012). According to Lawler and Boudreau, (2009) the HRD
can support the introduction of new technology through
staff training of the operations of the new technology. A
4. Education Journal 2015; 4(5): 214-221 217
person responsible for organizing and coordinating the
overall change effort can be a change agent according to
Carter McNamara (2005). He/she can either be an internal
change agent who is frequently a sub set for organizational
leaders or an external change agent, who are most likely to
be consultants or managers brought in to invoke change.
(Blewett 2000). The role of HRD as change agent might fail
if it does not strongly define the process and priorities of
change effort as the role of HR in driving changes varies
among different organizations. (Kesler, 2000)
Holbeche, (2008) argues that during recruitment of staff
when an organization needs to employ new employees, the
HR should be able to help this task to proceed smoothly
without a hitch. This is because they are able to hold the
tasks related to change. Customer needs and expectations
are also evaluated. This is used to evaluate the business
satisfaction to the customers.
The role played by the HRD professional has equally
changed with the change in the organizational environment.
Gilley, Quatro, Lynham, (2003) articulates that in the past
the prime responsibility of HRD professionals was to
identify, select and evaluate training programmes which
could be external or internal and deal with the performance
of the employees through designing or customizing training
intercessions (Gilley el al., 2003). Therefore, training
intervention was the main focus of HRD (Gilley, el al.,
2003). However, at present the HRD Professionals acts as
Strategic adviser to help the decision makers on issues
related with HRD. (Du Plessis., 2009; Rennie, 2003;
Walker & Stopper,2000). They also play the role of an HR
systems designer and developer by assisting the HR
management in designing and developing HR systems in an
organization to increase its performance (Rennie., 2003;
Walker & Stopper., 2000) They also act as organizational
change agents by helping the management in designing and
implementing change strategies to transform the
organization (KJ Singh 2013). Ulrich and Brockbank (2005)
advances that HR practitioners comprises both strategic
partner and change agent roles and therefore according to
Caldwell, (2003) HRD Professionals may performance a
proactive role in change management as they are in a good
position. According to Green (2001) HRD professionals are
uniquely positioned to take responsibility for this role in the
organization as it deals with the culture of a firm.
According to (CIPD, 2005, Ulrich, 2005; Kenton & Yarnall,
2005; McLagan, 1996; Nijhof, 2004; Tjepkema et al., 2000)
HRD roles have been transformed to strategic business
partner, internal consultant and change agent which is the
main focus for this study.
3. The Human Resource Development
Specialist as Change Agent
Armstrong, (2006) cites Caldwell (2001) who categories
Human Resource Development change agents in four
dimensions which are transformational, incremental, Human
Resource vision and Human Resource expertise.
Transformational change is a major change that has a
dramatic effect on HR policy and practice across the whole
organization. Incremental change is gradual adjustments of
Human Resource policy and practices that affect single
activities or multiple functions. HR vision is a set of values
and beliefs that affirm the legitimacy of the Human Resource
function as strategic business partner. Human Resource
Development expertise is the knowledge and skills that
define the unique contribution the Human Resource
professional can make to effective people management
(Caldwell, 2001).Caldwell goes on to suggest that the change
agent roles that can be carried out by Human Resource
Development professional are change champions, change
adapters, change consultants and change synergists. Caldwell
(2003) describes these roles as follows
3.1. Change Champions
Align Human Resource with the business strategy and
provide “sponsorship for strategic change” Proactive and
persuasive. Have credibility (which is directly linked to
business experience), Possess analytical skills (e.g. gap
analysis) and political skills (to make change happen) Take
risks, inspire people and make them aware of the need for
change (Caldwell, 2003).
3.2. Change Adapters
HR generalists who implement the change in business
units and functional areas “Translate the vision into practical
actions” and are involved in the implementation process.
Need to encourage, persuade, empower & challenge the line.
(Armstrong, 2006).
3.3. Change Consultants
According to Carnall, 2008; Dawson, 2010; Stephen, 2010;
Tidd, (2010), as Consultant the change agent assists the
workers to generate data from within and outside the
organization. Caldwell (2003) on the other hand posits that
work on a project or specific stages of an HR project need
specialized knowledge or technical expertise, administrative
skills, consulting skills, project management experience &
skills as well as the “ability to meet demanding timescales”.
3.4. Change Synergists
The activities concerned in co-operating the effort that
mutually support the success and involvement of diverse
resources energies and people is referred to as synergy
(Barnstable, 2012). Caldwell (2003) indicated that Human
Resource Development change agents are capable of
strategically coordinating, integrating and delivering
complex, large scale and multiple change projects across the
whole organization. Need coordination, integration, project
management and leadership competencies operate
strategically and act as catalysts for change.
5. 218 Teresia Njoki Muchira and Kellen Kiambati: The Role of Human Resource Development as a Change Agent
3.5. Importance/Reasons of Organizational Changes
Change is important for any organization because, without
change, businesses would likely lose their competitive edge
and fail to meet the needs of what most hope to be a growing
base of loyal customers (Richard L.2011). It is important
because business is an ongoing process of change like
everything else. Organizational changes can occur as a
response to current crisis situation or as a reaction to an ever
changing environment. A progressive and proactive manager
can also trigger change. Transfer of executive power in
organization can also trigger organizational change
(Haveman, Russo & Meyer, 2001).
According to Swaim R. (2011) different reasons which can
be proactive or reactive can make organizations to change
which include and not limited to:
3.6. New Technology
Technology is changing rapidly and it is prudent for
organization to identify new technology and more efficient
and economical methods to perform work to have
competitive advantage. Technological innovation has
created the need for change in organizations (D’Agustino,
2011). According to Francis (2010) organizations have to
adopt new technology to be cost effective and have
competitive advantage. Though there is disruption at first
due to adoption of new technology, the change ultimately
leads to increased productivity and service (Swaim, 2011).
3.7. Mergers & Acquisitions
Mergers and acquisitions create change in a number of
areas often negatively impacting employees when two
organizations are merged and employees in dual functions
are made redundant. Some expenses are cut while some
resources are reallocated to the production of new products
or services (Swaim, 2011).
3.8. Reaction to Internal & External Pressure
Internal pressure comes from management and employees,
particularly those in organized unions often exert pressure for
change. On the other hand external pressures come from
many areas, including customers, competition, changing
government regulations, shareholders, financial markets, and
other factors in the organization's external environment
Lunenburg (2010). Globalization is another aspect that
makes organization change.
3.9. Economic Changes
Brimley and Garfield, (2009) posits that the attitudes and
morale of employees suffer during period of inflation and
recession as affected by economic changes which can
ultimately affect organizational performance.
3.10. Government Laws and Regulations
Change can occur due to change in government laws and
regulations. For instance the equal employment opportunity
and the 3rd
rule (Constitution of Kenya 2010) must be
enforced (Robinson, 2010).
3.11. Customer Needs
Customers’ needs and preferences keep on changing For
example customers who were satisfied with conventional
ovens many years ago are sometimes impatient with the
microwave today. As the world evolves, customer needs
change and grow, creating new demand for new types of
products and services and opening up new areas of
opportunity for companies to meet those needs (Swaim R.
2011).
3.12. Skills and Competencies Required For Human
Resource Development Change Agents
The ability to add value to business is referred to as
Competency; to achieve sustainable competitive advantage
competence must focus on the process leading to changing
business conditions. Ulrich et.al (2008) Competence
indicates sufficiency of knowledge and skills that enable
someone to act in a wide variety of situations (Business
dictionary) Choi Sang Long (2013) lists the following as the
competencies for HR professional as change agents:-
Effective relationship skill, Human resource development
(HRD) skill, Performance management, Value chain
knowledge, and Conflict management.
3.13. Effective Relationship Skill
The ability to add value to business is referred to as
competency according to Ulrich et.al (2008). To achieve
sustainable competitive advantage, the agents must focus on
changing business conditions and help lead the process of
change using their competencies.
3.14. Professional Competency
Long and Ismail, (2008) asserts that professional
competencies are allied to employee champion and
administrative expert roles which entail credibility of the
agent. As HR professionals or line managers, their credibility
should be gained by their working partners as employee
champions. One the other hand they should be able to deliver
traditional operation HR activities in their business (Long &
Ismail, 2008) restructuring, talent and performance
management, providing advice and support on career and
organizational development, evaluating the HR practices and
programs’ impact could be included in these activities.
4. Human Resource Development (HRD)
Skill
According to Ketter (2006) Human Resource
Development professional need to create an enabling
environment for learning and comprehend the process of
learning as change agents. Employees are helped by Human
Resource Development skills to improve organizational and
6. Education Journal 2015; 4(5): 214-221 219
personal knowledge, skills and abilities.
4.1. Performance Management
HR Practitioners as change agents need to forewarn
employees to improve work performance and productivity.
Glendinning (2002) defines performance management as a
process that unites goal setting, development and
performance appraisal not a single, common system whose
purpose is to ensure that the firm’s strategic objectives are
supported by employees. Dessler (2008) affirms that this
competency is paramount to HR agents to guarantee
employees’ performance is measured with proper instruments
and tools.
4.2. The Right Attitude
Change is a complex and labour-intensive process that
arouses feelings and emotions and therefore change cannot
succeed with great persistence (Tan & Kaufmann 2010).
Without the right attitude managers cannot lead the team
through difficulties and challenges of frustrated teammates,
angry people unforeseen problems among others with
stamina and great determination.
4.3. The Necessary Skills
Varieties of skills are compulsory for change agent to
succeed. For example conflict management and managing
challenges of transition. They should also possess the ability
to remain highly effective under extreme pressure. Analytical
skills are also needed which Balogun and Hailey, (2005)
indicates that they assist the change agent in analyzing
complicated situation in the firm and also helps them to be
flexible enough to work around roadblocks and handle
upcoming issues. People skills are a must as the change
involves staff and this will be able to forte strong
interpersonal relationship and communicate with different
groups to create readiness for change (Balogun & Hailey
2005). The change agent needs to raise understanding for the
need to change by creating dissatisfaction with the status quo
(Gerlick’s, 1991; Armenakis et al., 1993; Raineri, 2008).
Good listening skills are a necessity to help them to
empathize and also have good listening skills. According to
Becker et al., (2001) increased perception of effectiveness of
Human Resource Development change agents is contributed
by their credibility. On the other hand Long & Ismail (2008)
stresses the foundation for Human Resource Development
professional is his/her personal credibility skills which assist
in dealing with employees during change process. Last but
not least communication skills are a must as communication
is the glue that keeps the organization together and helps to
move to the desired future. They need to communicate
effectively and efficiently at all levels of the entire
organization (Tan & Kaufmann, 2010).
4.4. Types of HRD Change Agents
Nameer (2008) describes change agents as external
change agents, internal change agents and external-internal
change agents. External agents are outside consultants
temporally employed to oversee the change process. The
external agents are usually needed when the changes are of
complex nature with limited capacity or capability within
and when there is need for an external intervention by
people with no conflicts of interest, prejudice or loyalty
(Green 2012). Internal change agents are persons employed
by the firm who knows its problems and has the capability
of improving or fixing the problem.(Nemeer,2008) The
internal agents are deployed when there is an internal driver
to use or rely upon internal capacity or capability or when
there is belief that owners should clearly be internal(Green,
2012). According to Nameer(2008) on the other hand
external-internal change agents are persons or small group
within the firm designated to work with the external change
agents so that intervention could be implemented
effectively with their help.
5. Conclusion
Large or small firms need change agents when they want
to change either their structure, introduce new
products/services or new technology. A change agent helps
an organization to transits to the new way of doing things and
we can therefore say that a change agent is any person with
power and skills to facilitate and guide change effort. Change
agents can either be external or internal who plays different
roles such as change champions, change adopters, consultant
and synergists. They are able to propel change through
different change models which are adopted by the
organizations. When HRD plays the role of change agent,
they are able to successfully manage the change because the
HR knows how to deal with the human resource who are
organizational valuable assets and who are the movers of
change.
6. Recommendations for Further
Research
The current seminar paper focused on the Role of Human
Resource Development as a change agent. Future research
should focus on the role of advanced human resource
development as a change agent and every trends affecting
HRD as change agents. The author recommends that future
studies should look into how human resource development
can be tailored for a diverse workforce. There exists scanty
literature on human resource development in Kenya; more
studies should therefore be carried out.
References
[1] Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993).
Creating Readiness for Organizational Change. Human
relations: studies towards the integration of the social sciences,
46 (6), 681.
7. 220 Teresia Njoki Muchira and Kellen Kiambati: The Role of Human Resource Development as a Change Agent
[2] Armenakis, A.A. and Harris, S.G. (2009), “Reflections: our
journey in organizational change research and practice”,
Journal of Change Management, Vol. 9 No. 2, pp. 127-42.
[3] Armstrong M Human Resource Management Practice (10th
Ed)
London& Philadelphia, Kogan Page Ltd. Pg71-76(2006)
[4] Balogun, J., & Hailey, V. H. (2008). Exploring strategic
change. Edinburg Gate: Pearson Education Limited.
[5] Barnstable A., (2012). Organizational Change Management:
What is the process for? Implementing organizational change?
Retrieved on 8/7/2014
[6] Becker, E., Huselid, M. A. & Ulrich, D. (2001). The HR
Scorecard: Linking people, strategy, and performance. Boston,
MA: Harvard Business School Press.
[7] Biedenbacha, T. and Soumlderholma, A. (2008), “The
challenge of organizing change in Hypercompetitive
industries: a literature review”, Journal of Change
Management, Vol. 8 No. 2, pp. 123-45.
[8] Blewett V.L.,(August, 2000), Workers Changing Work: The
Influence of Worker Power
[9] Bordia, P., Hunt, E., Paulsen, N., Tourish, D. and DiFonzo, N.
(2004), “Uncertainty during organizational change: is it all
about control?”, European Journal of Work and
Organizational Psychology, Vol. 13 No. 3, pp. 345-65.
[10] Brimley, V., & Garfield, R. R. (2009). Financing education in
a climate of change (10th
ed.). Boston, MA: Allyn & Bacon.
[11] Buchanan, D., Fitzgerald, L., Ketley, D., Gollop, R., Jones,
J.L. and Saint Lamont, S. (2005), “No going back: a review of
the literature on sustaining organizational change”,
International Journal of Management Reviews, Vol. 7 No. 3,
pp. 189-205.
[12] Burns, B 2004.Kurt Lewin and the Planned Approach to
Change: A Re-appraisal Journal of Management
Studies,41:6, September 2004,0022-2380, retrieved on
8/7/2014
[13] Burke, W. W. (2011). Organizational change: Theory and
practice. Thousand Oaks, CA: Sage.
[14] Caldwell, Raymond (2003)The changing roles of personnel
managers. Old Ambiguities, New Uncertainties. Journal of
Management Studies 40 (4), pp. 983-1004. ISSN 0022-2380.
[15] Caldwell, R (2001) Champions, adapters, consultants and
synergists: the new change Agents in HRM, Human Resource
Management Journal, 11(3), pp 39–52
[16] Carnall, C. A. The Change Management Toolkit. London:
Thomson, 2003. Bibliography.
[17] Carnall, C. A. (2008). Managing change in organizations.
Upper Saddle River, NJ: Prentice Hall.
[18] Carter McNamara (2005), Field Guide to Consulting and
Organizational Development.
[19] Constitution of Kenya 2010
[20] D’Augustino, S. (2011). Adaptation, resistance, and access to
instructional technologies: Assessing future trends in
education. Hersey, PA: IGI Global. Dawson, P. M. B. (2010).
Managing change, creativity and innovation. Thousand Oaks,
CA: Sage. Retrieved on 26/06/2014.
[21] Dessler G. Human Resource Management, 11th ed., Upper
Saddle River, NJ: Prentice Hall International, 2008. Retrieved
on 25/06/2014
[22] Divya Varghese, Jai Jasmine, Neelam, NehaMarwah (Neha
Raj(2012).HRD as a Change Agent
[23] Dowling, P.J. & Welch, D.E. (2004). International Human
Resource Management: Managing people in a multinational
context (4 ed.). United Kingdom: Thomson.
[24] Du Plessis, A.J. 2009. An overview of the influence of
globalization and internationalization on domestic Human
Resource Management in New Zealand. International Review
of Business Research Papers 5(2), March: 1-18.
[25] D. Ulrich and W. Brockbank, The HR Value Proposition,
Boston, MA: Harvard Business School Press, 2005. Retrieved
on 11/6/2014
[26] D. Ulrich, W. Brockbank, D. Johnson, K. Sandholtz, and J.
Younger, HR Competencies: Master at the Intersection of
People and Business, The RBL Institute, The Society for
HRM, 2008.
[27] Francis A., (2010) Factors Affecting Organizational Change.
Retrieved on 8/7/2014
[28] Gilley, J. W., Quatro, S., A., &Lynham, S. A. (2003). Strategic
HRD and Its Transformation. In A. Maycunich Gilley & J.
Callahan, L. & L. Bierema, L. (Eds.), Critical Issues in HRD:
A New Agenda for the Twenty-First Century (pp. 23-48).
Cambridge, MA: Perseus Books Group.
[29] George, J. M., & Jones, G.. R. (2002). Understanding and
Managing Organizational Behavior(3rd). New York: Pearson
Education, Inc
[30] Green M.(2012) Internal or External Change Agents?
Retrieved on 27/6/2014
[31] Greene, R.J. (2001). Effectively Managing Intellectual Capital:
Critical Challenge for Human Resources. SHRM White-
Papers.
[32] Glendinning P “Performance management: Pariah or messiah,”
Public Personnel Management.vol. 31, no. 2, pp. 161-178,
2002 retrieved on 25/06/2014
[33] Guy, Gregory R, Karen V. Beaman, and Carole
Weinstein.Effecting Change in Business Enterprises Current
Trends in Change Management. New York, NY: Conference
Board, 2005. Bibliography. Retrieved on 12/6/2014
[34] Haveman, H. A., Russo, M. V., & Meyer, A. D. (2001).
Organizational environments in Flux: the impact for
regulatory punctuations on organizational domains, CEO
succession, and performance. Organization Science, 12, 253-
273.
[35] Hayes, John. The Theory and Practice of Change Management.
New York: Palgrave, 2002. Bibliography
[36] Holbeche, L., (2008). Aligning Human Resources and
Business Strategy. 2nd ed. New Jersey: Butterworth-
Heinemann.
[37] Holbeche, L. 2006. Understanding change: Theory,
implementation and success. Great Britain: MPG Books Ltd.
Retrieved on 12/6/2014
8. Education Journal 2015; 4(5): 214-221 221
[38] Jamrog, J.J., & Overholt, M.H 2004. Building a strategic HR
Function: Continuing the Evolution. Human Resource
Planning, 27(1), 51-62.
[39] Kesler, Gregory. (2000). Four steps to building an HR agenda
for growth: HR strategy revisited. HR. Human Resource
Planning. Tempe 2000. 23(3), 24-37.Kesler, G. and Law, J.
(1997). “Implementing Major Change in The HR
Organization: The Lessons Of Five Companies.” Human
Resource Planning,20(4), 26-38.
[40] Ketter, P (2006) “Investing in learning: Looking for
performance,” Training & Development, vol. 60, No. 12, pp.
30-33,
[41] Kotter, J.P. (1996), Leading Change, Harvard Business School
Press, Boston, MA.
[42] Kotter, J.P. (1997), Chaos, Wandel, Fu¨hrung – Leading
Change, ECON, Du¨sseldorf.
[43] Kotter,J(2011) Change Management vs. Change Leadership –
What’s the difference?
[44] Kotter J. and Cohen D. Kotter J(2002) The Heart of Change:
Soundview Executive Book Summaries, P.O. Box 1053,
Concordville, Pennsylvania 19331 USA
[45] Long, C. S., & Ismail W. K. (2008). Understanding the
relationship of HR Competencies &Roles of Malaysian
Human Resource Professionals. European Journal of Social
Sciences, 7 (1), 88-103.
[46] Lunenburg F.C.(2010) Managing Change: The Role of the
Change Agent: International Journal of Management,
Business, and Administration Volume 13, Number 1
[47] Lunenburg F.C.(2010) Forces for and Resistance to
Organizational Change: National Forum of Educational
Administration and Supervision Journal Volume 27, Number 4,
2010 Retrieved on 8/7/2014
[48] Nameer(2008) Change Agent Who in organizations is
responsible for managing planned Change activities?
Retrieved on 27/6/2014
[49] Massey, L. and Williams, S. (2006), “Implementing change:
the perspective of NHS change agents”, Leadership &
Organization Development Journal, Vol. 27 No. 8, pp. 667-81.
[50] Nelissen, P. and van Selm, M. (2008), “Surviving
organizational change: how management communication
helps balance mixed feelings”, Corporate Communications:
An International Journal, Vol. 13 No. 3, pp. 306-18.
[51] Morison, M 2010 Kurt Lewin three step model change theory,
retrieved on 8/7/2014
[52] Nel, P. S., Werner, A., Poisat, P., Sono, T., Du Plessis, A. J. &
Nqalo, O. 2011. Human Resources Management (8th ed.).
South Africa: Oxford University Press.
[53] Pfeifer, T., Schmitt, R. and Voigt, T. (2005), “Managing
change: quality-oriented design of strategic change processes”,
The TQM Magazine, Vol. 17 No. 4, pp. 297-308.
[54] Purcell, J (2001) The meaning of strategy in human resource
management, in Human Resource Management: A critical text,
second ed J Storey, Thompson Learning, London. Normandin
B. (2012) “Three Types of Change Management Models”
Retrieved on 30/6/2014 Ramos J.,L.,(2011) Change
Management Lewis 3 Step Model of Change Rennie,
W.H.2003. The Role of Human Resource Management and
the Human Resource Professional in the New Economy.
University of Pretoria, Pretoria.
[55] Ritchie. B 2006, Mind tools Newsletter – Retrieved on
8/7/2014 Richard Leigh Why Is Change Important in an
Organization? Retrieved on 11/6/2014 Robinson, R. (2010).
Employment regulations in the workplace: Basic compliance
for Managers. New York, NY: M. E. Sharpe. Short, D., C., &
Callahan, J., L. (2005). 'Would I Work for a Global
Corporation?' And Other Ethical Questions for HRD. Human
Resource Development International, 8(1), 121-125. Retried
on 11/2/2014 Singh K.J. (2013) What is role of HRD
Professional? Retrieved on 13/6/2014
[56] Steven H. Appelbaum, Sally Habashy, Jean-Luc Malo,
Hisham Shafiq, (2012),"Back to the future: revisiting Kotter's
1996 change model", Journal of Management Development,
Vol. 31 Iss: 8 pp. 764 – 782
[57] Storey, J. (1992). Developments in the Management of
Human Resources. Oxford: Blackwell Publishing. Swaim
R(2011)Nine Reasons Organizations Need To Change
Retrieved on 18/6/2014 Tan A. & Kaufmann (2010) Making
Good Change Agents: Attitude, Knowledge, Skills. Retrieved
on 25/06/2014
[58] Thota, H. (2012). Key concepts in innovation. New York, NY:
Palgrave Macmillan.
[59] Tidd, J. (2010). Managing innovation: Integrating technology,
market and organizational change. New York, NY: Wiley.
[60] Ulrich, D., & Beatty, D. (2001). From Partners to Players:
Extending the HR Playing Field. Human Resource
Management, 40(4), 293-307.
[61] Ulrich, D., & Brockbank, W. (2005). The HR Value
Proposition. Boston, MA: Harvard Business School.
[62] Walker, J. W., & Stopper, W. G. 2000. Developing human
resource leaders. Human Resource Planning, 23(1), 38-44.
Washington, M. and Hacker, M. (2005), “Why change fails:
knowledge counts”, Leadership & Organization Development
Journal, Vol. 26 No. 5, pp. 400-11.