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The success of organizational changes depends largely on the ideas and programs of the organizational changes, while the ultimate key to success lies in the distribution of benefits and the changes of concept in the process of change implementation within the organization. Facing with the redistribution of the benefits, the reorganization of process reengineering, culture, and recycling brought about by organizational changes, human resources management strategy as full participants should act well in the role of both facilitator and coordinator. Organizational change and human resource development is two sides which is interaction with each other. only under the Premise of properly handling the relationship of organization Change and human resource management, grasp the human resource management features of different tissues under the different changes situation, targeted to take the appropriate human resource management strategy to enable enterprises in an invincible position in the fierce competition.
Human resources activities consistent with corporate strategy, is the most basic requirements of human resource management, as for the reforms of the organization, the company must use strategic vision carefully review and carefully introduction, identify human resources problem existing in organizational change, to facilitate coordination of organizational change and human Resource management., in the article, it will through analyzing of characteristics of organizational change and the role of human resources to see that how human resources play a role in promoting organizational change.
First, human resource management's role and effect in organizational change
Organizational change is to change these which cannot adapt to both inside and outside environment of the organization, various factors which hinder the sustainable development of organizations, such as enterprise management systems, corporate culture, staff work, work habits. Such changes will inevitably involve all levels of the organization, causing re-allocation of the interests of individuals and departments within the organization. Therefore, in the process of change, human resource management as an important management tool will play a very important role. In the following six areas It takes the important role:
The first role, strategic partner, is strategy enterprise participants, and provides solutions. Be based on any one sector results-oriented business strategy, as the company's human resources department, they must be very clear understanding the corporate strategy, or, in the organization change, the HR department which should play a major role will lost the meaning of existence.
The second role, leaders, they need to change the status quo and innovative. As the main perpetrators of the organizers in human resources management, human resources department should be based on development strategy of the company, led to employees of the company in accordance with the requirements of organizational change, make efforts to change the status quo and innovative.
The third role is promoter, involving in changes and conducting innovations in human resource management. In the act of leaders and promoters, the human resources department needs forward-looking activities. There should be considerations of what the Human Resources Department should prepare to such a change and what kind of adjustments need to have.
The fourth role is coordinator. The needs of staff are endless, while the resources the organization can provide are limited. As a coordinator, human resources should dedicate on how to coordinate the differences between the needs and requirements of employees and that of the employers. Only by understanding the needs of employees can human resources management work be well done in accordance with the purpose and direction of the changes, thus to maximize the requirements of employees under the premise of realizing the interests of the company.
The fifth role is managers, who maintain and improve existing systems and mechanisms. Organizational change is a process, in which, organization and mechanisms of the original system is not all of the abandoned; those that meet the system and mechanisms for organizational change and transformation will improve retention. Human Resources Department in this regard should act as the role of manager to maximize the changes in advance while maintaining and improving existing systems and mechanisms.
The sixth role is experts or consultants for cure of the organization and staff. In the changes of organization, the Human Resources Department should, through the analysis of the organization and through the employee satisfaction survey, understand the requirements of staff and organizational issues and act as experts and consultants to help employees and organizations to solve problems.
Second is the usage of human resources management in the organizational change.
The readers can draw the conclusion from the roles analysis of the important role of human resources played in the organizational Changes. It is that whether human resources management in changes is implemented and use correct, will be directly related to the success or failure of the change. Harvard University professor John. P. Cote and Dan consulting firm Deloitte. S. Cohen suggested that a successful revolution must experience eight steps of the establishment of a sense of crisis, change team building, and goal clear, effective communication, and empowerment, achieved results, and always adhere to consolidate the results. For organizational change, the two scholars pointed out that " from the point of view changing people's behavior, rather than give them a pile of data to change their thinking (verbal persuasion), it would be better to let them see the truth, and thus affect their feelings." As the human resources department which is in close contact with employees at all levels of the organization should make employees reasonable use of various human resource management tools from knowing change, understanding change, participate change to the process of maintaining results in changes in order to make effort to ensure organizational change ultimately success (Wrigh and Mcmaha, 1992).
The human resource should be targeted to implementation of human resource management; first they must deeply understand the organizational resistance to change and factors. Organizational resistance to change comes from two aspects: one is staff level. Individual level of resistance is mainly stems from the individual psychological and economic interests driven, this is the basic unit to form resistance of organizational change; the second is the organizational level (Buller, 1998). At the organizational level there are a lot of factors to produce change resistance, it not only including organizational structure and other overt resistance such as rules and regulations, but also including the corporate culture, organizational climate, employee attitudes and work inherent which is recessive resistance, in order to protect their own interests they often resist change. Relative to the overt resistance within the organization, the organization's recessive resistance appears more subtle and difficult to overcome for a time. Changes meant to change the working relationship and working manners of staff which has been formed and this will inevitably lead to staff discontent and conflict.
Facing to numerous obstacles and factors which resistant organizational change, the organization should be rational use of human resources management, coordinate with the organization's strategic objectives, in the two levels of resistance factors in organizational change they should do research, analysis, and guide until the changes to maximum ensure make organizational changes can be successful. Specific to proceed from the following aspects:
First, before changes the organization should clearly teach the core talents, in order to personnel the form a new human resources core talents team (Andersen, 2008). Because there is always some core talents want to leave due to various causes and reasons in changes, how to stabilize them, and how to organize new strategies of the future based on, new business innovation organization to analyze and establish the plan the core talent team plan, which must be taken into account first.
Second, human resources management system should be consistent with the organizational change objects. Human resources management system and policies is consistent with the corporate vision, strategy, for most enterprises, after many years of accumulation, it has formed a relatively stable human resources management system. However, in organizational change, companies have a new vision, strategy, then, the old human resources management system (such as pay, performance appraisal, staff development) may not meet the needs of organizational change, therefore, they need for appropriate change, launching with the organizational change (Worsfold, 1999). For example, the performance appraisal system and performance evaluation method used should be more concerned about the factors that can promote cultural changes and other change. Similarly, performance management and pay system have to do accordingly.
Third is the introduction of change agent. Change agent is often called consultants or agencies. In the process of change, some people think that motivation of change has the subjective nature, they believe change is better to gain personal profit for the Authorities, there are some employees doubts about the ability of change Instigators and whether the employees can effective implementation of change, and the introduction of change agent can be a good solution to these problems. On the one hand, consultants are usually composed of a number of external experts, their knowledge and ability is beyond question. On the other hand, the change agent is from a third party, usually can more objective understanding of the problems faced by enterprises, they can find a solution more right (Paul and Robert, 1997).
Fourth, through lectures and other means of communication enables them obtaining all the information about organizational change. Changes should ensure that staff receives all relevant information of change, including the status of the organization, strategy and vision, etc., to stimulate the trust of its future prospects; this is the premise of staff accepting change. Specific approach is that managers can take advantage of all the methods used to make employees fully understand the need for change in the shortest possible time, enabling them to understand organizations problems from a different perspective, and preferably they should allow employees to participate in the existing problem recognition and participation in the formulation of solutions. In addition, the communication must be clear, timely, credible, comprehensive, and takes the data and facts as the Basis. Strategy as a whole, must explain to the staff as soon as possible: What is the new plan of action, what action steps the staffs should take, what is the work should the staffs finish, and from changes what we can learn, at the same time provide the staff relevant prospects information of organizations as much as possible. When employees clearly know the progress and possible outcomes, they will become a partner and supporter of change, rather than resisters. In addition, the organization will determine change understanding of different levels staff through investigations of staff, this part of the survey is not only propaganda but also communicate again.
Fifth, promote the staff by ways of empowering and training them in order to make them active in participating in the changes. In organizational changes, the changes are unlikely to be successful if there are not support and active participation of the employees. In order to promote the employees' active participation in the changes, several points should be noted: first, to give employees more power and responsibility. For example, during the business process reengineering, only by employees involving in transformation processes under the guidance of experts in the process, can the transformation be successful. Therefore, employees should be given the responsibility and authority to change the process (Haynes, P., 2000). Once the transformation process fails, they should bear the corresponding responsibility; and if the transformation is successful, the employees should also be the appropriate rewarded. Second, it should be focused on the staff training. Through trainings two purposes can be served: one is to deepen the staff's understanding of their business to help them understand how to conduct organizational changes, and what should be changed. The other propose is that training can help employees to master the skills required for organizational change. If the staff are granted with more authority and responsibility, but are not taught of the skills to implement these changed, this may eventually lead to poles apart. Third, make regular surveys about the staff's attitudes and behaviors, and timely give the survey results back to employees. This helps the staff to be clear about the process of changes and help managers to understand the extent to which cultural change arrives as well as where bits need to do.
Sixth, the manager should carry out effective recruitment with demand of the relocation of jobs and organizational skills required by the job. The work is divided into two levels, on the one hand retention and training of existing staff who has the needed capacity with after organizational change, which is the fastest and most effective way to build staff capacity, at the same time, this also passed "model" information to the rest of the staff, in particular the core competence of the staff, such as development of values, ways of thinking, teamwork, innovation ability, which making the quality of human resources of enterprises and enterprise reform promoted simultaneously. On the other hand, facing with the society the manager recruits staff who is suitable for the changes cultural and job skill requirements, so that make these staffs who dare to accept the challenge, willing to innovate, have a holistic perspective, with strong positions, adapt to the work ability and competence of new employees in the organization play a lead to thinking and the concept of change, and enhance the sense of crisis and the impact of updated job skills and charisma.
Seventh, use the incentives properly. A change involving with all aspects and at all levels needs to be supported by management behaviors. These management behaviors must coincide with the goals of the changes and the criteria for the new lines. The successful implementation of change requests that the various factors of change must be synchronized to function together. If the goal and objectives of the award do not redefine the aim to reflect the new structure, then the change of organization structure is meaningless. During the process of organizational change, the proper use of incentives can help to reach an unexpected effect. On the one hand, organizations can in the course of change implementation increase the employee' wages and benefits so that employees will feel the benefits and hope of the changes. On the other hand, organizations can be reused for some people to hold key employees and eliminate their concerns, making them feel at ease to work for the organization.
Eighth, carry out assessment that is effective. Assess are also crucial to the success of organizational changes. In the change process, the organization should timely conduct the assessment of the change progress as well as the current state. Assessment indicators include two types: one is the traditional indicators, such as performance indicators and financial indicators; the other kind is soft targets that should also be assessed: for example, the opinion of senior managers, major shareholders, customers, and so on. This information helps determine the appropriateness of changes to promote understanding of the process of change. Typically, results of the assessment should be timely feedback to all employees.
Ninth, always consist. When the company has realized a number of short-term goals, the staff should be recognized that the current success is only temporary. Enterprises should always adhere to the change route until the final overall success in the changes. And this is embodied in the improvement of the overall market share, increase profits, and enhanced core competitiveness, because in this case, the confidence of the entire organization have been mobilized, and some of the early reform measures begin to be understood and recognized. At this time people will wisely choose future action and constantly push forward the reform of organizational change until they reach the full realization of the goal. Organizational change realizes its dynamic development in the process of thawing - reforming - freezing - thawing. The business leaders should, based on market conditions, continue to change and adjust their own internal changes to adapt to the enterprises to ensure sustainable development.
there is no universal "cure" recipe in Management, human resource management in organizational change also must be based on their own situation and the external environment changes to constantly adjust, make business reengineering, process reengineering, cultural recycling program which is suitable for the development of the organization, Meanwhile, in the implementation, they should concrete adhere the interests of the company as the first, in order to achieve corporate strategic objectives as a fundamental task, taking into account of staff, to create a "win-win "situation. The application of human resource management in organizational changes will constantly vary in its focuses and approached based on factors like the nature of be business, organizational development stage, the purpose of reform, levels and stages of the changes, and so on. Human resource management should be combined with the organizational strategy. Therefore, in the period of organizational changes, human resource management should pay close attention to the strategic adjustment of the organization to conduct in-depth investigation and analysis, make rational use of human resources management module tools, take active participation and make efforts to ensure the success of organizational change, thus to reduce operating costs after the organizational changes, innovatively and efficiently operate, make the rapid response to market changes, and stand in an invincible position in the intense competition on the market.
The results of change must continue to consolidate. Among the organization which gets the success leaders throughout the whole organization will be through the fostering of a new corporate culture to fix all the outcome of the change. A new corporate culture - including groups codes conduct among the organization and the establishment of the values â€‹â€‹of the people will take a relatively long period of time, during this time, the organization also need to continue to achieve new success measures to confirm the change effectiveness. In the process, the appropriate personnel changes, well-designed training for new employees and those people that can response some kind of emotion trigger activities may play an important role. Learning around the club (also known as soft terminal building) organization, including employees and dealers within the system, retail study carried out regularly on a regular basis, exchange activities, organizational culture has become a platform for communication and mutual encouragement.