Human Resource Practices in Organizational Change

Introduction

Human resource (HR) managers should use their competencies to guide, empower, and meet different employees’ needs. Skilled HR leaders implement appropriate strategic plans and processes to increase organizational performance. One of these processes entails the execution of powerful changes depending on the goals of a given business organization. That being the case, the proposed title for this study is “Implications of Effective Human Resource (HR) Practices of Organizational Change.” Therefore, the proposed study seeks to explore how effective (and ineffective) HR practices impact organizational change.

Synopsis: Literature Review

The relationship between appropriate HR policies and improved organizational performance has attracted many scholars’ attention. Appropriate HR practices focus on empowerment, the use of codes of conduct, provision of resources, and efficient decision-making processes. According to Tummers, Kruyen, Vijverberg, and Voesenek (2015), past studies have applied Maslow’s hierarchy of needs theory to the field of human resources to empower employees and make them more productive. Motivated workers are usually willing to form teams, address emerging conflicts, and support their business model.

Hassan (2016) argues that adequate HR practices will result in business growth and profitability. As organizations grow, their internal processes, structures, models, and strategies change significantly. Trehan and Setia (2014) believe that many companies pursue their goals and growth objectives without focusing on the role of HR. This gap explains why issues to do with business growth are usually left in the hands of organizational leaders and chief executive officers (CEOs). Unfortunately, Ahmad (2015) observes that a powerful change model must support any form of growth. This gap results in numerous challenges, such as loss of employee morale, reduced performance, and turnover. Muchira and Kiambiti (2015) conducted a study to analyze the role of leaders in addressing the above problems using powerful change models. That being the case, the current literature is inadequate since it fails to offer detailed information that can be embraced to empower HR departments and manage organizational change effectively.

Research Questions

These research questions will be used to complete the proposed study and develop evidence-based findings that can support HR managers’ goals:

1. What is the relationship between human resource management and organizational change?
2. What HR challenges emerge whenever a company is implementing a new change?
3. What strategies can be embraced by HR managers to support every change process?

Study Objectives

These objectives will be used to guide the study and identify appropriate concepts and models that can inform the practices of future HR managers whenever handling organizational change issues:

1. To explore the role of effective human resource (HR) practices in implementing organizational change.
2. To propose appropriate models for guiding HR managers to handle change processes efficiently.

Research Methods: Methodology

A powerful research method will be used to complete the proposed study. A qualitative approach focusing on the latest studies and materials on the subject matter will be considered (Tummers et al., 2015). Articles and case studies published within the past five years will be used to identify evidence-based HR initiatives and strategies addressing various challenges arising from organizational change.

Conclusion

Very little information is known regarding the role of HR in handling organizational changes. Therefore, the proposed study will offer meaningful concepts and practices that can transform the practices of HR departments whenever supporting new changes. The gathered information will improve existing organizational theories and encourage HR managers to revolutionize their leadership philosophies.

References

Ahmad, S. (2015). Green human resource management: Policies and practices. Cogent Business & Management, 2, 1-13. Web.

Hassan, S. (2016). Impact of HRM practices on employee’s performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), 15-22.

Muchira, T. N., & Kiambiti, K. (2015). The role of human resource development as a change agent. Education Journal, 4(5), 214-221. Web.

Trehan, S., & Setia, K. (2014). Human resource management practices and organizational performance: An Indian perspective. Global Journal of Finance and Management, 6(8), 789-796.

Tummers, L. G., Kruyen, P., Vijverberg, D., & Voesenek, T. (2015). Connecting HRM and change management: The importance of proactivity and vitality. Journal of Organizational Change Management, 28(4), 627-640.