Hrm/531 Organizational Change

Like many organizations, over the last decade, external factors have accelerated the rate of organizational change. “The workplace is characterized by the frequent organizational change that accompanies business growth, innovation, globalization, complex regulations, competition, and evolving consumer tastes” (Cullen, Edwards, Casper, & Gue, 2014, p.269). However, a growing body of research on organizational change has shifted the focus from the antecedents for organizational to the antecedents of failed change and the challenges leader’s face with change planning, practices, and implementation and the role of employee behaviors, well-being and the overall affected trust and ethics as organizational behaviors impact employee’s adaptability and support for the change. These factors were definitely significant during my employment at a healthcare organization that was a magnet for organizational change.

As a leader in the healthcare and health plan fields with over 200,000 employees, this

Employee’s across the organization had varying degrees of uncertainty about their positions. While much of the department restructuring included the eliminating positions, the changes also brought about a need for new departments and positions. Thus, with the likelihood of the changes causing redeployment of staff, layoffs, and operational changes practices brought on a mood of uncertainty, stress, politics, and distrust among the employees and management teams. The culture of nepotisms brought on a high concern for the employees that the decisions based on who would be laid-off and who would be promoted brought, even more, attention to the leadership practices and organizational cultural for how these types of the decision were being made with the inclusion of the team 's feelings or