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changing nature of human resource management
changing role of human resource management
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There are numerous changes that are happening to the competitive environment of organizations, now human resource managers are expected to be strategic. Ulrich (1998) put down 5 competitive challenges that companies and their Human Resources(HR) face today, he quoted change as one of the greatest competitive challenges. According to Ulrich (1998), Organizations must be able to "innovate ceaselessly, learn rapidly and continuously and take on new strategies comfortably." This constant change in the organization might lead to a healthy discomfort with others in industry. An organization that repeatedly changes, develops an ability to "pick up emerging trends quicker than others, an ability to make rapid decisions and also are fast to seek new ways to do business." To be on top an organization must be constantly transforming and undergo continuous change. (Ulrich, 1998) Strategic change management is not too far from organizational structure, it would not be too wise take them as two different entities. The human involvement in change cannot be taken for granted, one must be able to recognize the source of the resistances and must be able to build 'motivators' where fresh processes are erected. (Paton and McCalman, 2000) Most of the successful business strategies that have been developed in the past all have been powered by quality input from humans and these strategies appear from those who possess diverse knowledge. Moreover, implementing these strategies depend a lot on the leadership shown by the management and also a workforce that possesses a commitment to make the strategy work. Even though the organization might develop a successful strategy, the organization and its workface must be able to constantly adapt to quick cha... ... middle of paper ... ... Leader—It’s All About the Business. 1st ed. [ebook] Available at: http://www.nosalpartners.com/articles/HR_Leader_FINAL.pdf [Accessed 17 May. 2014]. Lawler, E. (2005). STREATEGIC HUMAN RESOURCES MANAGEMENT. 1st ed. [ebook] Los Angeles. Available at: http://ceo.usc.edu/pdf/G0510482.pdf [Accessed 17 May. 2014]. Paton, R. and McCalman, J. (2000). Change management. 1st ed. London: Sage Publications. Shyni, K. (2005). Change Management Vis--Vis Human Resource Management. 1st ed. New Delhi: Discovery Publishing House. Simms, H. (2005). Organisational Behaviour and Change Management. 1st ed. pp.96-120. Ulrich, D. (1998). A new mandate for human resources. Harvard business review, 76, pp.124--135. Yılmaz and Kılıçoğlu, G. (2013). Resistance to change and ways of reducing resistance in educational organizations. European Journal of Research on Education, 1(1), pp.14--21.
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Leaders: Strategies for Taking Charge is an organizational management book written by Warren Bennis and Burt Nanus for those who aim to become better leaders. The authors emphasize that having executive positions or being a manager does not automatically make one a leader. A leader is one who inspires his staff, helps them find purpose in their work, and effectively implements their plans. They separate the book not quite into chapters on different topics, but rather by four strategies that they have determined are vital for any leader to take on. The strategies are effectively defined as attention through vision, meaning through communication, trust through positioning, and the deployment of self.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Organizations operate in a turbulent environment that forces them to change even against their will to do so. Every organization has a fair prediction of its future that is why they all spend time and resources to put in place strategic plans. More often they get challenged not to follow these plans because they fail to appreciate that change is a natural phenomenon which is intimately entwined with continuity and that change-continuity continuum is what defines organ...
Buford, S. C., & Mackavey, M. (2003, Mar 2003). New directions for human resources in 2002 and beyond . Journal of American Academy of Business, Cambridge, 2 (2), 600.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Organizational change affects all levels and individuals of the organization in question. Although a change effort can originate in any part of the organization, it will eventually require strategic effort from the top and buy-in from the bottom in order to be sustained.
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
In fact, it is in those individuals where there is the possibility of accumulating knowledge, jumping on innovation and mobilizing the will of the people in an organization. Clearly, the leader in charge of this transformation or revitalization plays a major role. With very few exceptions, it appears that the efforts of the executives are faced with a very large resistance change of the members of the organization. This is so given because the changes that people are looking at more radical and take place more discomfort than any change in strategy or process.
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.
Toribio, C. T., & Hernandez, R. G. (2011). Coping with resistance to change in organizations (Unpublished masters thesis). Linnaeus University, Sweden. Retrieved from http://lnu.diva-portal.org/smash/record.jsf?pid=diva2:425506