Human Resource Management Role in Change Management

by

TABLE OF CONTENTS

CHAPTER 1: INTRODUCTION1

Research Aim and Objectives1

Research Questions1

CHAPTER 2: LITERATURE REVIEW2

Change2

Change Management2

Types of Change3

Human Resource Management3

CHAPTER 3: METHODOLOGY5

Research Methodology5

Qualitative Design5

Data Collection Procedure5

Key Words6

REFERENCES7

CHAPTER 1: INTRODUCTION

Research Aim and Objectives

The main of this research is to identify the role played by Human Resource Management in Change Management. This aim will be achieved through following objectives:

To analyse various issues that arise when a smaller firm is bought by the big firm

To identify the reason of employee change resistance

To identify the role played by human resource management in managing this change

Research Questions

The research will be based on following research questions:

What are various issues that arise when a smaller firm is bought by the big firm?

What are the reasons for employees change resistance?

What is the role played by human resource management in managing this change?

CHAPTER 2: LITERATURE REVIEW

Change

Change, negative or positive, is unsettling because people seek stability (Keyes, 2000). Individuals often resist change; some resist more than others, and some situational characteristics (ex. trust in management) impact resistance to change. Research and experience support these statements, and many, intuitively at least “know” what resistance to change means. However, though a significant body of research exists that demonstrates that individuals resist change, there is little consensus about what resistance actually “is”.

Change Management

Organisations across the globe are evolving in one of two ways. They will either radically or anticipate respond to internal and external dynamics, or they might not. Those firms that do not respond adaptively are likely to dissolve, atrophy or to be characterized in various forms. Those firms that do will stand a chance of becoming resilient and sustainable enough to survive or even thrive for another round. Often, in such instances, the main objective of the organisation continues to exist (Feldman, 2004, 296). Thus, collaborative approach in decisions, strategies and implementation of objectives may be waived as management attempts to make changes in a bid to deal with uncertainties.

Reorientation in the way an organisation operates is triggered by forces such as significant financial crisis, dramatic increase or decrease in level of entrepreneurial adjustments, productivity, unintended consequences of management inactions or actions, mergers, market situations, leadership transitions, and technological trends (Holcomb & Connelly, 2009, 457). Other reasons of organisational transformation include restructuring, re-engineering, total quality turn-around, external and internal economical situations, acquisitions; business expansions, bankruptcy, outsourcing, and downsizing.

With continuously changing environments and surroundings, every organisation seeks for change to survive. In case of acquisition of small organisation by a bigger firm, the change is faced by the entire organisation. Both the human resource of the organisation will have to go through a change (Nielson, 2003, 111). Change management is important as while change is occurring there are number of issues that arise in resistance to the modification.

Types of Change

Although organisational change initiatives are not uniform, they can be understood and categorized by a variety of precipitating factors, implementation methods, or situational contexts. A transformational organisational change initiative may be caused by technological developments, market conditions, errors and ...