Running head: ORGANIZATIONAL CHANGE 1 ORGANIZATIONAL CHANGE 2 Implementing Organizational Change Using Performance Technology and Evaluation Techniques Name Institution Implementing Organizational Change Using Performance Technology and Evaluation Techniques Introduction Organizational change aims to improve business processes, culture, and technologies to suit industry trends or position the organization according to its goals and objectives. A systematic approach is necessary for successful implementation of organizational change to avoid uncertainties that arise due to the shocks precipitated by the change process. While change is mostly inevitable, inherent human rigidity to change demands an understanding of the right techniques and procedures to overcome the hindrances to organizational change and improvement (Sarkar & Osiyevskyy, 2018). In essence, change aims to improve performance on such aspects such as profitability, adaptability to technology and market positioning. Aspects of measuring performance compare the set or preferred standards against the actual performance of the business. The goals and objectives of the business are the guiding frameworks for implementing change either in the short-term or long-term. Hence, this paper explores the processes of implementing successful organizational change through performance technology and the evaluation of the impact of the change process on human resources. Problem Statement Business stagnation and failure are a result of the inability of the management to synthesize performance indicators and develop appropriate change strategies that trigger positive growth. Additionally, organization failure may result from an inability to implement change strategies that reflect business adaptation to technology successfully. Human rigidity to change as an obstacle to this successful implementation to change is the main focus when strategizing on the change process. Efficient change strategies do not necessarily result in positive organizational performance unless the right techniques and processes are in place. Therefore, performance technology aims to utilize key performance indicators to align change management strategies to organizational functions. Since human resources form the central part of the business change process, their perceptions and attitudes towards change are critical in avoiding failure. Organizational Performance Performance measurement assesses the actual achievement of the business against the set goals and objectives. The dynamic business world demands that organizational leaders stay alert to changes within the industry and come up with strategies to retain and improve their market share. Thus, performance measurement provides a more detailed and specific indicator of the business performance direction hence helping the leaders to adjust their strategies accordingly. Micheli & Mari (2014) in th.

1. Running head: ORGANIZATIONAL CHANGE
1
ORGANIZATIONAL CHANGE 2
Implementing Organizational Change Using Performance
Technology and Evaluation Techniques
Name
Institution
Implementing Organizational Change Using Performance
Technology and Evaluation Techniques
Introduction
Organizational change aims to improve business processes,
culture, and technologies to suit industry trends or position the
organization according to its goals and objectives. A systematic
approach is necessary for successful implementation of
organizational change to avoid uncertainties that arise due to
the shocks precipitated by the change process. While change is

2. mostly inevitable, inherent human rigidity to change demands
an understanding of the right techniques and procedures to
overcome the hindrances to organizational change and
improvement (Sarkar & Osiyevskyy, 2018). In essence, change
aims to improve performance on such aspects such as
profitability, adaptability to technology and market positioning.
Aspects of measuring performance compare the set or preferred
standards against the actual performance of the business. The
goals and objectives of the business are the guiding frameworks
for implementing change either in the short-term or long-term.
Hence, this paper explores the processes of implementing
successful organizational change through performance
technology and the evaluation of the impact of the change
process on human resources.
Problem Statement
Business stagnation and failure are a result of the inability of
the management to synthesize performance indicators and
develop appropriate change strategies that trigger positive
growth. Additionally, organization failure may result from an
inability to implement change strategies that reflect business
adaptation to technology successfully. Human rigidity to change
as an obstacle to this successful implementation to change is the
main focus when strategizing on the change process. Efficient
change strategies do not necessarily result in positive
organizational performance unless the right techniques and
processes are in place. Therefore, performance technology aims
to utilize key performance indicators to align change
management strategies to organizational functions. Since human
resources form the central part of the business change process,
their perceptions and attitudes towards change are critical in
avoiding failure.
Organizational Performance
Performance measurement assesses the actual achievement of
the business against the set goals and objectives. The dynamic
business world demands that organizational leaders stay alert to
changes within the industry and come up with strategies to

3. retain and improve their market share. Thus, performance
measurement provides a more detailed and specific indicator of
the business performance direction hence helping the leaders to
adjust their strategies accordingly. Micheli & Mari (2014) in
their assessment of performance measurement benefits posited
that the process provides organizational leaders with a basis to
review strategy, communicate to stakeholders and improve on
their brand and motivate employees. Key performance
indicators of financial performance, organizational learning and
customer focus inform decisions in organizational change.
Therefore, change management strategy critical in the
successful implementation of change.
Change Management Strategy
Change management is a systematic approach of ensuring
organizational systems; processes and functions adapt to change
strategy such that the lasting benefits of the implementation are
achievable. Focus on human resources at the individual level
and within teams facilitates the successful transition from one
level to the next during the change process. The theoretical
aspects of change management focus on the organizational
strategies, systems and the manner of the business structure to
explain the approach to change management (Kuipers et al.
2018). Therefore, financial performance, organizational
learning, and human resources emerge as the critical aspects of
the assessment of change within the organization.
The Role of Human Resources in Change Management
Employees are an indispensable asset of the organization due to
their significant contribution to the outcomes within the
business. Unlike physical assets within the organizations,
human resources are highly mobile, and the top management has
the responsibility to keep the employees motivated for the
change process to become successful. Furthermore, employee
attitudes towards the change process determine the adaptability
to the business towards changes in the business environment.
Individuals tasked with the role of overseeing the change
management process within the organization have to come up

4. with decisions that will create positive change. In that context,
Hornstein (2015) highlighted the need for organizations to
integrate change management strategies into project
management. Hence, the project team lay the foundation for
successful change within the organization by designing the
change and developing strategies for its implementation.
Middle-level managers including supervisors, on the other hand,
are the crucial link between the top management and the
management. They must effectively communicate the change
process with employees at the ground level and ensure that
workers understand all the aspects of the process. In the
process, the middle-level managers gather feedback from
employees and report to the top management who in turn effect
changes that are suitable for the setup of the organization.
Front-line employees are the most critical link in the change
management process since they are the executioners of the
decisions. Failure to effectively bring on board employees
results in organizational failure as workers fell unmotivated by
the change process. In most cases, employees move to other
organization leading to high employee turnover.
Learning Organizations and Improving Customer Interest
through Change
A shift towards the aspect of learning organizations ensure
easier adaptability of the business towards changes in the
environment. Senge in his description of learning organizations
insisted on the ability of employees to continually increase their
capacity through expansive methods of thinking to improve
results (Lozano, 2014). Her thought of organizations as systems
where functions are interrelated. However, in the system
individuals display personal mastery through their skills and
abilities. Additionally, there are mental models within these
individuals in the form of their understanding and perspectives;
hence learning organizations tend to challenge these model to
instill new ideas. As new ways of doing things are introduced,
employees begin to share a common vision and work in teams to
achieve the goals of the organization. Organizational change

5. through Senge’s learning organization model ensures the
business is flexible to change and forms a reliable basis for
businesses to adjust to customer needs. Customers constantly
demand better services and affordable prices for products and
services. Through Senge’s model, it is possible to institute
change to suit these needs while reducing costs. Hence,
organizational change in the modern context is a continuous
process that brings on board the critical aspect of human
resources for successful implementation of change projects.
Hindrances to Organizational Performance and Change
The relationship between organizational change and
performance in the modern organization lies in the ability of the
organizations to execute change strategy to improve its overall
performance successfully. Organizational change aims to
improve performance aspects such as financial positions,
investor perspectives, and customer interests with the long-term
goal of longevity. In contrast, hindrances to organization
performance limit growth resulting in stagnation or
organizational failure. Employee attitudes and efficiency is the
primary determinant of organizational performance. Under the
broader context of human resources, employees have a
responsibility to implement change strategies that contribute to
improvement in performance effectively. However, strategic
ineptness on the part of the organizational leadership or the
project team leads to poor strategy formulation which is a
significant obstacle in the successful implementation of change.
In the same aspects, an unfortunate mix of skills and attitude on
the part of front-line employees means that effective strategies
will lack an efficient pattern of execution. Hence, human
resources ranging from organizational leaders to workers must
have an understanding of what entails strategy execution in
organizational change management for the change process to
succeed.
Communication forms the principal aspect in linking the
organization leaders to workers; hence communication gaps
result in poor delivery of information. Communication is not

6. limited to information delivery in its raw form to employees but
rather encompasses a whole range of interpersonal skills such as
motivating, coaching, influencing and offering overall support
(Kuipers et al. 2014). The ability to effectively deliver this
information form the foundation for successful change strategy
implementation and overall improvement in organizational
performance. Moreover, an inability to create and work in teams
renders the change process useless. Teamwork ensures
coordination and proper execution of change as members work
towards a shared vision. Conversely, individual effort without
coordination leads to a disjointed process that derails the
organizational goals and objectives. Overcoming these obstacles
the4fore requires a multilevel assessment of the problematic
areas and development of solutions that promise longterm
success and flexibility.
Performance Technology and the Business Logic Model
Performance technology adapts a holistic approach to the
assessment of hindrances to organizational performance and
change thus developing strategies based on the identified and
predicted obstacles. Evaluation of contributors to problems
related to performance ensures that the problems are identified
with greater accuracy; hence solutions are more specific
(Spector, Merrill, Elen & Bishop, 2014). Through the systematic
approach of performance technology in assessing these
hindrances, it is possible to identify limitations in organization
culture, decision-making process and employee motivation. Ass
such, instituting change within the organization is only possible
if these obstacles are eliminated. Furthermore, predicting
hindrances to the change process through processes outlined in
performance technology prepares organizational leaders to
problems that might emerge in the future. The leaders,
therefore, plan for these likely occurrences while making
decisions and executing change within the organization.
It is unlikely that project leaders will collectively identify
all the processes that require decision making while planning
for change. Business logic models, therefore, provides

7. executable visuals on the business behavior irrespective of the
environment to aid the leaders in developing solutions that are
reflective of these organizations process. The business logic
model thus allows an exhaustive view of all [process to ensure
that gaps do not emerge in the future regarding the approach to
change strategy execution. Additionally, through such models,
it is possible to test various decisions paths and come up with
the most suitable change strategy for the business.
Steering Change through Human Resources Training
Employee training and coaching are part of the communication
process in change management within the organization. Ignoring
communication while planning the execution of the change
process predisposes the employees to triggers to negative
motivation. Employees feel isolated when they are unable to
fully relate to the change process hence lose interest in their
duties. Training thus plays a critical role in preparing
employees both mentally and through improvement in their
abilities. Evaluation of the training program based on the full-
scope evaluation tool informs decision making on the rolling
out of the change strategy.
Full Scope Evaluation
Full scope evaluation follows the steps of Formative evaluation,
summative evaluation, Confirmative evaluation and meta-
evaluation (Passmore & Velez, 2012). Formative
assessment allows the project teams to identify employees that
will take part in the training program and the range of benefits
they will enjoy n regard to change strategy. Summative
evaluation follows the completion of the evaluation process and
assesses the outcomes of the program. An effective program
positively impacts on employees such that they become
enthusiastic to the change process. Confirmative evaluation then
takes into account the data from the program to support the
preparedness of the workforce. To complete the evaluation
process, meta-evaluation explores the whole training process on
the aspects of the input or the information provided to the
employees, its output and impact on their attitudes and

8. perspectives towards the change process (Passmore &
Velez, 2012
Identification and Elimination of Barriers that Hinder Change
and Attainment of Skills
Successful organizational change draws on the skills and
abilities of human resources to develop the right procedures for
change. Attainment of skills and knowledge allows employees
to envision the positive aspects of the change process and input
effort that contributes to the effectiveness of change. Lean
management is among the most utilized methods of skills
improvement where factors that contribute to waste of time,
money and resources are eliminated (Kreimeier et al. 2014).
Lean management thus allows human resources at different
levels to continuously assess their contributions and make
adjustments that reflect a commitment to change and
improvement. Through the aspects of lean management, it is
possible to pinpoint barriers within the culture and attitudes of
employees and institute measures such as training and
motivation to improve their skills.
Investment Perspective
Developing an investment perspective allows the
organizational leaders to place the highest value on employees
hence channel considerable effort into motivating and
improving attitudes with a focus on organizational performance.
Kotter’s eight-step model provides a reliable framework for
instituting organizational change with an emphasis on human
resources. The initial step of creating a=urgency involves
preparation of employees for the imminent change. The steps of
forming a coalition and creating a vision for change ensures all
employees share a common purpose or change. The vision is
then communicated and obstacles eliminated to prepare for
improvement. Skills and knowledge are attained gradually;
hence short-term win contribute to the overall change process.
Building on these short-term wins then allows the change
process to be embedded in the culture of the organization.
Conclusion

9. Trends in the corporate environment ensure that change is
inevitable hence developing a culture of change allows the
organization to adjust to shocks and other uncertainties in the
business. Change management enables the business to develop
strategies based on the specific needs of the organization as
well as the successful execution of the change strategy.
Performance technology provides a framework to the
identification of hindrances to performance hence inform
decisions on execution of change. By developing an investment
perspective, it is possible to train employees to create and
change a culture that contributes to organizational success and
longevity.
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