HRMT20028 Assessment 2

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HRMT20028 Organizational Change Management Assessment 2 Literature Review 1 | P a g e

Table of Contents Introduction .............................................................................................................................. 3 Search Process .......................................................................................................................... 3 Significance of Change in Contemporary Organizations ....................................................... 3 Common Causes of Resistance to Change ............................................................................. 4 Steps for Ensuring an Effective Change Process ................................................................... 5 Facilitating and Leading Change ........................................................................................... 6 Conclusion ................................................................................................................................. 6 References ................................................................................................................................. 8 2 | P a g e

Introduction In the contemporary day, it is imperative for organisations to possess adaptability as a key attribute in order to prosper amongst the dynamic and evolving difficulties presented by the forces of globalisation, advancements in technology, and both local and international rivalry. In order to maintain their competitive advantage, fulfil consumer expectations, and capitalise on emerging market prospects, enterprises are required to undertake organisational transformation. Human resources (HR) managers have a pivotal position in the facilitation and promotion of organisational transformation ( Azizi et al., 2021). The objective of this literature review is to provide a comprehensive examination of the factors that contribute to resistance to change and the involvement of human resource professionals in facilitating and directing organisational transformation. Search Process During the process of doing this literature research, we utilised several scholarly sites such as PubMed and Google Scholar. The most frequently searched phrases included organisational change, the role of Human Resources (HR) in facilitating change, Change Management and HR leaders, resistance to change, and the facilitation of change. The selection of articles was conducted with consideration for their use, excellence, and contemporaneity. This study chose a total of fifteen publications that had undergone successful peer review and were published between the time frame of 2010 to 2023. Significance of Change in Contemporary Organizations According to Hamouche (2021), In order to thrive in the contemporary corporate landscape, companies must demonstrate a willingness to embrace change, given the intense competition and perpetual fluctuations that characterise the current milieu. Sustaining success in the long run necessitates continual innovation, reorganisation, and enhancement of processes. Numerous other forms of modifications might be envisaged, encompassing structural, technical, and cultural aspects. Organisations that possess adaptability have a heightened capacity to capitalise on emerging possibilities, effectively allocate their resources, and enhance their overall operational efficacy. As per the view of Anwar & Abdullah, (2021), Staff members often seek guidance from line and senior managers in order to obtain clear and concise communication on the change. This metric serves as a valuable tool for assessing the amount of enthusiasm exhibited by upper- 3 | P a g e

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level management towards the organisational change of the organisation. After achieving a sense of confidence in their capacity to execute the change, the upper management and line managers of the organisation may redirect their focus towards supporting their subordinates in navigating the process of transition. Lewin's theory is potentially applicable to this notion due to its primary objective of mitigating and opposing factors that perpetuate the existing state of affairs, while simultaneously promoting those that advocate for a divergent trajectory. In the view of Hamadamin & Atan, (2019), This tool enables senior management to validate the organization's requirements pertaining to the transformation and allocate resources correspondingly. Facilitating the essential educational and training initiatives that cultivate the development of novel skills inside the organisation. Furthermore, it is imperative for the company's line managers to provide guidance to their workers in effectively managing and optimising productivity amidst the ongoing transformation. Subsequently, it becomes incumbent upon them to apprise their supervisors of the employee's performance as well as the determination to execute the modification. Managers has a strong interest in ensuring that their personnel get the necessary training to effectively execute the change, while also being motivated to detect and eliminate any hindrances, whether internal or external, that impede this process. Common Causes of Resistance to Change According to Davidescu et al., (2020), The initiatives made by management to execute organisational change are frequently met with resistance from employees and other stakeholders. Employees may be resistant to change if it interferes with their well-established routines or causes them to regress on tasks, they have already attained a high level of proficiency in it. Some of the possible reasons for resistance include inadequate communication, a lack of employee participation, and a perception that they are being treated unfairly. It is essential to have a solid understanding of the mental and emotional parts of resistance in order to deal with it successfully and cut it down to a manageable level. As per the view of Vrontis et al., (2022), There are five primary factors that hinder the process of change: scepticism, distrust, emotional responses, fear of failure, too ambitious timelines, and insufficient communication. Consequently, human resource managers are required to focus their endeavours on implementing methods that encompass the resolution of resistance, phased implementation of change, proficient engagement of workers, and efficient communication of the change. This will enable the organisation to implement the necessary 4 | P a g e

modifications crucial for its ongoing prosperity and operational efficiency. The decision of a corporation to refrain from progressing may result in adverse impacts on staff morale, leading to decreased productivity and increased challenges in recruiting new personnel. These actions have the potential to exert a substantial influence on the growth and success of a firm, and may even serve as a catalyst for the successful execution of organisational transformation. According to Collins, (2021), Many individuals in the workforce desire to enhance their knowledge base, although they often encounter limited opportunities to do so. When a corporation demonstrates a reluctance to adapt or modify its practises in light of new knowledge, it can be characterised as displaying resistant inertia. Organisations that exhibit a steadfast resistance to change across several dimensions, encompassing both internal and external aspects, may have significant challenges in their ability to endure. The organisation may encounter internal resistance in its endeavour to implement the transition. There are several factors that contribute to this phenomenon, which can be attributed to various causes such as the duration and intricacy of the change process, a deficiency in change management proficiency, a reluctance to assume accountability, a limited adaptability in the context of time constraints, and a lack of comprehensive comprehension across different functional areas. Steps for Ensuring an Effective Change Process Clearly explain the change and connect company goals : Despite its obviousness, many firms neglect to take this crucial step. The performance evaluation process serves as the sole mechanism for identifying necessary changes and aligning them with the company's performance goals and objectives ( Singh et al., 2020). This ensures that the organisation is ethically, morally, and strategically on the correct trajectory. Determine effects and their impact: It is important for human resources managers within an organisation to possess a comprehensive understanding of the potential impact that a change may have on various departments and functions ( Amrutha & Geetha, 2020). The initial stage might involve devising a strategy to identify the areas where assistance and educational resources are most needed in order to effectively adjust to the transition. Develop the communication strategy: The manager of human resources should think about adopting the new timeline, employing a staged strategy to convey the necessary information, and continuing to make use of current communication tools ( Mousa & Othman, 2020). 5 | P a g e

Provide effective training: For the successful implementation and operation of organisational change, it is imperative that individuals possess an awareness of their particular training requirements ( Tambe et al., 2019). Blended learning, a pedagogical approach that combines online courses with face-to-face sessions and supervised job experience, is an alternative for training purposes. Implement the supportive structure : In addition to providing practical and emotional assistance to employees, a supportive framework may facilitate their adjustment to change and foster the acquisition of technical skills and behavioural competencies that are crucial for goal attainment ( Yong et al., 2020). Measure the process change: It is recommended that early on in the process of business transformation, frameworks be built for monitoring the effect of business change. These frameworks should then be constantly strengthened in order to maximise the benefits received from efficiency gains ( Chams & García-Blandón, 2019). Facilitating and Leading Change In the view of Carnevale & Hatak, (2020), Human resources professionals play a vital role inside organisations due to their duty as intermediaries between management and employees. Through providing a rationale for the change, alleviating concerns, and equipping individuals with resources, they contribute to cultivating an environment conducive to facilitating transition. Human resources personnel may assist employees in adapting to these changes by developing training initiatives aimed at enhancing their skill sets. According to Blom et al., (2019), Human resource managers may, on occasion, be required to assume the roles of change agents and project managers. Effective leadership is crucial in successfully navigating through periods of transformation, as it requires the ability to inspire and mobilise others, while also ensuring their well-being and guiding them towards desired outcomes. To effectively do this, it is imperative to establish a clearly articulated objective, foster collaborative efforts, and maintain constant and transparent channels of communication. Leaders in the field of human resources are required to effectively navigate challenges, surmount resistance, and foster a collective commitment towards shared objectives. 6 | P a g e

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Conclusion The report concluded that in order to keep up with the ever-changing business landscape, it's crucial for companies to constantly innovate and adapt their internal structures. Human resources experts play a vital role in leading and supporting change by building consensus, countering pushback, and coordinating staff activities to achieve organisational objectives. Human resources experts make major contributions to the success of an organisation in today's dynamic business environment through their adept management of the change process. 7 | P a g e

References Amrutha, V. N., & Geetha, S. N. (2020). A systematic review on green human resource management: Implications for social sustainability. Journal of Cleaner production , 247 , 119131. https://e-tarjome.com/storage/panel/fileuploads/2020-05- 12/1589284613_E14900-e-tarjome.pdf Anwar, G., & Abdullah, N. N. (2021). The impact of Human resource management practice on Organizational performance. International journal of Engineering, Business and Management (IJEBM) , 5(2), p.10-20 . http://journal- repository.theshillonga.com/index.php/ijebm/article/view/3409/3213 Azizi, M. R., Atlasi, R., Ziapour, A., Abbas, J., & Naemi, R. (2021). Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach. Heliyon , 7 (6). https://www.cell.com/heliyon/pdf/S2405- 8440(21)01336-0.pdf Blom, T., Kazeroony, H., & Du Plessis, Y. (2019). The role of electronic human resource management in diverse workforce efficiency. SA Journal of Human Resource Management , 17 (1), 1-12. https://sajhrm.co.za/index.php/sajhrm/article/download/1118/1801 Carnevale, J. B., & Hatak, I. (2020). Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of business research , 116 , 183-187. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7241356/ Chams, N., & García-Blandón, J. (2019). On the importance of sustainable human resource management for the adoption of sustainable development goals. Resources, Conservation and Recycling , 141 , 109-122. https://fardapaper.ir/mohavaha/uploads/2018/11/Fardapaper-On-the-importance-of- sustainable-human-resource-management-for-the-adoption-of-sustainable- development-goals.pdf Collins, C. J. (2021). Expanding the resource based view model of strategic human resource management. The International Journal of Human Resource Management , 32 (2), 331-358. https://fardapaper.ir/mohavaha/uploads/2021/10/Fardapaper-Expanding-the- resource-based-view-model-of-strategic-human-resource-management.pdf 8 | P a g e

Davidescu, A. A., Apostu, S. A., Paul, A., & Casuneanu, I. (2020). Work flexibility, job satisfaction, and job performance among Romanian employees—Implications for sustainable human resource management. Sustainability , 12 (15), 6086. https://www.mdpi.com/2071-1050/12/15/6086/pdf Hamadamin, H. H., & Atan, T. (2019). The impact of strategic human resource management practices on competitive advantage sustainability: The mediation of human capital development and employee commitment. Sustainability , 11 (20), 5782. https://www.mdpi.com/2071-1050/11/20/5782/pdf Hamouche, S. (2021). Human resource management and the COVID-19 crisis: Implications, challenges, opportunities, and future organizational directions. Journal of Management & Organization , 1-16. https://www.cambridge.org/core/services/aop- cambridge- core/content/view/6857481FD64558659EE4C17C6DAE9AB9/S1833367221000158a .pdf/human_resource_management_and_the_covid19_crisis_implications_challenges _opportunities_and_future_organizational_directions.pdf Mousa, S. K., & Othman, M. (2020). The impact of green human resource management practices on sustainable performance in healthcare organisations: A conceptual framework. Journal of cleaner production , 243 , 118595. https://www.academia.edu/download/96100283/j.jclepro.2019.11859520221220-1- 5g9mfy.pdf Singh, S. K., Del Giudice, M., Chierici, R., & Graziano, D. (2020). Green innovation and environmental performance: The role of green transformational leadership and green human resource management. Technological forecasting and social change , 150 , 119762. https://mural.maynoothuniversity.ie/15991/1/SS_green%20innovation.pdf Tambe, P., Cappelli, P., & Yakubovich, V. (2019). Artificial intelligence in human resources management: Challenges and a path forward. California Management Review , 61 (4), 15-42. https://www.researchgate.net/profile/Peter- Cappelli/publication/328798021_Artificial_Intelligence_in_Human_Resources_Mana gement_Challenges_and_a_Path_Forward/links/5c5edc7f299bf1d14cb7dc5f/Artificial -Intelligence-in-Human-Resources-Management-Challenges-and-a-Path-Forward.pdf 9 | P a g e

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Vrontis, D., Christofi, M., Pereira, V., Tarba, S., Makrides, A., & Trichina, E. (2022). Artificial intelligence, robotics, advanced technologies and human resource management: a systematic review. The International Journal of Human Resource Management , 33 (6), 1237-1266. https://www.researchgate.net/profile/Demetris- Vrontis/publication/349383945_Artificial_intelligence_robotics_advanced_technologi es_and_human_resource_management_a_systematic_review/links/6094db5e92851c4 90fbfbb49/Artificial-intelligence-robotics-advanced-technologies-and-human- resource-management-a-systematic-review.pdf Yong, J. Y., Yusliza, M. Y., Ramayah, T., Chiappetta Jabbour, C. J., Sehnem, S., & Mani, V. (2020). Pathways towards sustainability in manufacturing organizations: Empirical evidence on the role of green human resource management. Business Strategy and the Environment , 29 (1), 212-228. https://www.researchgate.net/profile/Venkatesh- Mani/publication/334572211_Pathways_towards_sustainability_in_manufacturing_or ganizations_Empirical_evidence_on_the_role_of_green_human_resource_manageme nt/links/5d31f5d2299bf1995b39513f/Pathways-towards-sustainability-in- manufacturing-organizations-Empirical-evidence-on-the-role-of-green-human- resource-management.pdf 10 | P a g e

HRMT20028 Assessment 2

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