Change can take place in various forms, gradual or abrupt, incremental or transformational. It is a requirement in modern day society that everyone, whether at individual or organisational level, understands the softer nuances of this concept and prepares for it. During scenarios of change interventions, the role of human resources (HR) becomes highly crucial, even as the perception towards it becomes ambivalent. This volume delivers a holistic view on the role of HR in organisational change. It is built on the various theoretical models of change and provides a dramatic sequence of issues in change management to gain a big picture thinking for HR managers and weaves through why, how and what perspectives to change management. Human Resources Management for Organisational Change offers a comprehensive coverage of the changing role of HR as it relates to organisational change theories and models, strategy, changing business environment and implications, organisational culture, leadership, resistance management, and high performance work practices (HPWP) to support change management and cost of no-changers. It is unique in that it covers the entire gamut of organisational change as well as HR. It will be of value to researchers, academics, professionals, and students interested in learning more about how organisational change can improve productivity and human satisfaction as well as the systematic approach to managing organisational change.

Research Paper (undergraduate) from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: MA, Oregon State University, language: English, abstract: In recent years, the global economy is undergoing profound structural changes. Globalization, the constant change of inter-sectoral boundaries and even their disappearance, the intensive change of technology, the promotion of knowledge in the first place among the driving forces of competition, the emergence of new organizational forms, mass mergers and acquisitions are forcing modern organizations to constantly change. Changes are becoming a key element of modern theories of organization and strategic management. As part of the resource approach to the organization, one of the key competitive advantages of a company is the presence of its dynamic abilities - the ability to realize the need to change, and then to reconfigure internal and external competences to use the opportunities created by the rapidly changing environment. Thus, modern scientists believe that the ability to change on time and in the right way becomes one of the determining factors for the survival and success of any organization. Changes constitute the meaning of modern organizations activity. In a constantly changing environment, their development is not only a result of natural evolution but also the result of a focused effort by management and personnel service. One of the forms of development of an organization is represented by organizational changes, which, in turn, predetermine changes in the content of management activities: it is less focused on administration and more on changes. The conditions of organizational change require "creative management" that promotes the generation of new knowledge, ideas, and their natural perception by managers at all levels and staff. In line with this, organizational changes are becoming one of the most significant factors in improving the management of an economic entity, which necessitates modernizing approaches to human resource management and giving new status to HR services. At the same time, organizational changes not only provide for meeting existing needs but also create new needs for employees and enterprises.

"The aim of this book is to explore the contribution HR can make to how organizations enact change within the context of an environment of accelerating and increasing complexity driven by global forces for change. In particular the book focuses on the role of HR in creating value for the organization and engaging its stakeholders during transformations. This aim is achieved in several distinct ways. First, a critical perspective is provided of the role of HR in organizational change by examining evidence-based theories, models and frameworks. Second, the book is grounded in empirical evidence from a study conducted by the authors amongst managers and HR professionals across the globe. This provides unique data on the challenges and opportunities which the practice of HR faces within the context of organizational change. Third, consideration is given as to how HR can play an active and constructive role in co-creating sustainable change with managers, employees and other stakeholders. Fourth, the book identifies the capabilities required by HR professionals in order to engage effectively with organizational change. Finally, aware of the dangers of prescriptive lists, the HR practices offered in this book are provided as a basis for amendment, as necessary, by readers depending upon the context of individual organizations. The book will be of value to practicing HR professionals as well as students studying HRM, and change and development in organizations. Our proposal in this book is that since people are of significant importance to the success of change, and HR knowledge and expertise is vital to the experience and engagement of individuals and teams, internal and external to the organization, there needs to be clarity about the role of HR in transformations. We suggest that HR's raison d'etre is to focus on the people aspect of organizational change and that this needs to be done within the context of improving organizational effectiveness and wellbeing"--

Because change has implications at all levels of the organisation, it can be viewed from a variety of perspectives. This book links change to human resource strategy.

The aim of this book is to explore the contribution HR can make to how organizations enact change within the context of an environment of increasing complexity driven by global forces for change. In particular the book focuses on the role of HR in creating value for organizations and engaging stakeholders during transformations. This aim is achieved in several distinct ways. First, a critical perspective is provided of the role of HR in organizational change by examining evidence-based theories, models and frameworks. Second, the book is grounded in empirical evidence from a study conducted by the authors amongst managers and HR professionals across the globe. This provides unique data on the challenges and opportunities which the practice of HR faces within the context of organizational change. Third, consideration is given as to how HR can play an active and constructive role in co-creating sustainable change with managers, employees and other stakeholders. Fourth, the book identifies the capabilities required by HR professionals in order to engage effectively with organizational change. Finally, aware of the dangers of prescriptive lists, the HR practices offered in this book are provided as a basis for amendment, as necessary, by readers depending upon the context of individual organizations. The book will be of value to practising HR professionals as well as students studying HRM and change and development in organizations. Our proposal in this book is that since people are of significant importance to the success of change, and HR knowledge and expertise is vital to the experience and engagement of individuals and teams, internal and external to the organization, there needs to be clarity about the role of HR in transformations. We suggest that HR’s raison d’être is to focus on the people aspect of organizational change and that this needs to be done within the context of improving organizational effectiveness and wellbeing.

An innovative and thought-provoking resource designed to support the study of International and Human Resource Management and Employment Relations. Written by an internationally renowned team of experts and underpinned by cutting-edge research, International Human Resource Management tackles a broad range of controversial and often marginalised issues associated with globalisation and its impact on multinational companies and employees. Prepare to be gripped by fascinating and sometimes shocking revelations about the darker realities of a more globalised context and to emerge fully aware of these issues in the workplace and in employment generally. A truly global range of case studies and examples within the book plus carefully selected journal articles online will further enhance your learning experience and outcomes. Visit the companion website for PowerPoint slides, additional case studies, online journal articles and web links related to topics covered in the book.

Organizations today { whether public or private { exist in environment s where the pace of change is dizzying. Human service organizations fa ce both external and internal challenges: The public demands better se rvices at more reasonable costs. Clientele is more diverse, more strat ified, and more vocal than ever. The organizations themselves must kee p up with rapid changes in technological innovation and labor-manageme nt relationships. Organizational Change: The Human Services Challenge looks at the context of organizational change, describes how individua ls and systems change, and pinpoints keys to successful change. Author Rebecca Proehl then presents a proven model of organizational change, built on lessons learned from both the public and private sectors, bu t tailored for human service organizations. Proehl also discusses in d epth labor union-management issues, the political strategies leaders m ust use to implement change, and how to build collaborative relationsh ips in human services.

Change management and organizational development is unthinkable without people. Human beings form its core as both subjects and objects of change. This volume attempts to cut through to the core of change management, to the people that stand at its heart and focuses on their intrinsic role in change management and organizational development. Topics covered in this volume encompass the human element within organizational change, how this impacts roles, dynamics of team interaction and affects the workplace in teaching and learning settings. It also addresses resistance to institutional and organizational change and the central role that agile management plays in this process.

The ability to help an organization effectively deal with change is a key competency that all human resource (HR) professionals must possess. However, many people in the HR function have not received any formal training or instruction on how to fulfill this important role. This book provides HR professionals with key concepts and practical techniques to successfully launch, support, and sustain change management initiatives within their organizations. Pragmatic tools and explanations will illuminate critical change management competencies and processes, thereby enabling HR professionals to take on strategic and active roles. As well, understanding of one’s own reactions to change will also be explored to assist HR professionals to effectively manage and guide change. Questions posed at the end of each chapter allow for personal reflection and growth, thereby providing further development of skills relating to change management. This text is an excellent resource for HR students, those new to practicing HR and seasoned HR professionals alike.

Scholars agree that change has become a staple in organizational life and will likely remain as such beyond the 21st century. As the rate of change continues to accelerate, organizations must strive to develop and implement new initiatives in order to obtain significant benefits to organizational survival, economic viability, and human satisfaction. Organizational Change Management Strategies in Modern Business covers the most important elements of change management as well as the difficulties and challenges that organizations have faced when implementing change. In sampling different disciplines relevant to topics such as resistance to change, mergers and acquisitions management, leadership, the role of human resource strategies, and culture, this reference work is a useful resource for academics, professionals, managers, administrators, and others interested in organizational change.