Date Submitted:
03/18/2011 04:20 AM
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3047/ 13
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Change Management

Organisational Change from a Strategic Human Resource Management Perspective
 
The environment in which companies operate is continuously changing and evolving, forcing companies to change and adapt to the new conditions at an ever increasing pace (Weber & Weber, 2001). The pace of change is far faster than it was 50 or 60 years ago, therefore changes in organisations have to occur faster and more effectively (Coram & Burnes, 2001).
 
Change efforts of the past decade have appeared under many names, including: total quality management (TQM), business process re-engineering and right-sizing/restructuring (Leana & Barry, 2000). In most cases, the primary drivers of the proposed change are the demands of an evolving marketplace such as the emergence of new technologies, swings in the economic cycle, rapid movement to a global economy and dramatic increase in the number and quality of new competitors. Other drivers to change are internal such as the desire to become more competitive, build a high-performance organization, promote feelings of ownership and better meet customer needs in order to increase market share (Coram & Burnes, 2001).
 
For organisations that manage change competently, it can become the driving force that perpetuates success and growth, with every change presenting a new opportunity to increase efficiency or to build the business. But all too often, change fails, as companies fail to rise to the challenges it brings (Cummings & Worley, 1997)
 
Human resource management (HRM) plays a very important role when facing challenges during a change process. HRM is defined as a strategic and coherent approach to the management of the decisions relating to the relationship between the organisation and the employees, it’s most valued asset, who individually and collectively contribute to the achievement of its objectives for sustainable competitive advantage and improvement of organisational performance (Beer, 2003). Hendry and Pettigrew (1990)…

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