INDIVIDUALIZATION AND CHANGE STRATEGY

Individualization and Change Strategy

[Name of the institute]Individualization and Change Strategy

Introduction

The world in which we live today is moving and changing in a rapid way. In this constantly changing era the only thing that is constant is change. This change is also akin to the business arena. The human resources department is the one department that can be regarded as the nub of the organization. Any affects and changes in the corporate world directly affect this department and changes in this department flows and directs the changes to other departments. In an organization change is ubiquitous and it is the responsibility of the managers to make the employees to adopt and embrace change. Managers have the obligation to implement the change in an effective and efficient way. The aim and objective of this paper is also to talk about the phenomenon “change”. The following part of the paper aims to undertake discussion about the concept of change from the viewpoints that are put forwarded by Storey. Moreover, a discussion is also undertaken about how individual employees may react to changes.

Individualization and Change according to Storey

It was almost a decade ago when Storey in 1992 revealed how the personnel practice can be affected by the workplace change. While talking about the impact on personnel management that occurs as a result of workplace changes Storey put forwarded a new fourfold typology related to personnel roles. These four roles proposed by Storey are as follows (Storey, 1992, 17):

Advisor

Handmaidens

Regulators

Change Makers

According to Storey, change makers in an organization are interventionists. These are the change makers who work with a strategic agenda. This means that in order to deal with the hard realities regarding the business performance and to cater the issue of softer side of the HR interventions that are designed to improve employee motivation and commitment change makers adopt systematic and well devised strategies. It is this approach of Storey that created the line of differentiation between the traditional personnel management and new and modern personnel management (Storey, 1992, 17).

Through his research Storey was successful in jotting down the systematic way and a cycle of progress through which managers would become able to identify the way with which they can manage change and at the same time would be able to motivate their employees. In 1992 a model was suggested by Storey. This model is as follows (Storey, 1992, 17):

In this model, Storey made an attempt to postulate the notion that in order to gain the competitive advantage there is a necessity that the belief with which the various functions of the organization are conducted and the assumptions that are the basic part of the organization must be followed by a strategic response. In this task of following the belief of the organization and strategic response the line managers play their crucial role. In this process, the indispensible role of line managers is to facilitate change in the key position and levels of the organization. By bringing and facilitating the ...