to be successful needs people to
be in favour of and support
Interventions can be applied to manage change
requires effective planning,
implementation and
evaluation
can be revolutionary -
quick
can be evolutionary -
series of steps
Interventions can be applied to manage it
Grundy 1993 describes 'transformational'
change - discontinuous and big bang linked
to changing attitudes and behaviours
complex change that focuses on
motivation, commitment and employee
contribution to org outcomes - linked
to transformational leadership
Change can be categorised - 'magnitude' and 'speed'
'planned' - large and slow
'smooth' - small and slow
'big bang' large and fast
'bumpy' - small and fast
TYPES
Structural
Technological
new directions/objectives
relocation/ergonomic
cultural/changing attitudes
changing policy/practice
TRANSFORMATIONAL
Significant initiative - large number of people and
far reaching consequences
success needs leaders able to inspire
others/engage them
Often fails due to inadequate
planning, unforeseen events and
insufficient account taken of
people mgt issues
ROLE OF HRM/HRD
Ensure ppl mgt aspects are dealt with
Advise on unforeseen
consequences from ppl's reactions
to proposed changes
significant practical contribution
communication; conflict mgt
Gaining trust, listening, negotiating
T&D
Help people be more
open to change and
learn from past mistakes
Rec & Sel - ensure new
appointees are ppl open to
change and happy to act as
change agents
Reward mgt - to
help support
change - linking
actions and
behaviours to pay
(PRP schemes)
Employee involvement
be involved at project stage
identifying skills in the org and gaps
assessing impact and helping
people cope
MODELS/THEORIES
LEWIN - 1951 - 3 phase model
UNFREEZE
MOVEMENT
REFREEZING
established - stabilising
change is made - new attitudes
Gain acceptance for need to
change
well defined inter related processes - highlights
that change should be logical
criticised for over simplyfing change describing a
sequential linear process
model assumes change can be planned &
brought about by mgt intervention in a
systematic fashion
change usually happens in a series of incremental
steps - not just one
model seen as less relevant now -
change is more continual and
unpredictable
premise - by identifying/understanding key stages then
the likelihood of effective change is increased.
Managers can make better informed decisions about
which interventions to use in managing change
2nd Lewin Model concerns resistance - suggests
change cannot occur until the forces driving it
become stronger than those resisting it
KOTTER - 1996
8 stages necessary for leaders to bring about
effective change
1. establish a sense of urgency - discuss, put the case
- create a guiding coalition - ppl with power or
influence to act as change agents
communicate the vision - develop words/images -
what will the change achieve
make the case in a number of ways to target audience
empower others to take action - break down resistance
generate short terms wins - celebrate and reward
consolidate gains -
more change -
maintain momentum
cement the changes - institutionalise
A SIGNIFICANT FEATURE IS
THE ROLE OF LEADERSHIP!!!
More cyclical model!
French, Kast, Rozenweig - 1995
1. initial problem(unfreezing)
obtaining data
problem diagnosis
action planning - movement
implementation
follow up - stabilise
assess consequences - refreezing
learning from the process
Rogers - 1960's - Diffusion of Innovation
not intended as a tool of change mgt - relevance for managers
trying to overcome resistance to change
explains how new
technologies are adopted
over time
innovators - (change agents)
early adopters
early majority
late majority
laggards
controversial - manager
may categorise someone
in the wrong group - this
can damage trust
implications on the
psychological contract
Beckhard/Harris's formula - 1987
C=(ABD) greater than X
case for change (c) made when level of
dissatisfaction with current state of affairs (A), the
desirability of the proposed change (B) and
practicality of change process (D) outweigh the
costs/negative implications associated with
changing (X)
encourages hard collection of evidence!!!
CONTRACTUAL ISSUES
Unlawful for one party to an employment
contract to alter terms without agreement of
other party
can result in breach of contract
Express terms = rate of pay, job title, holidays
Implied terms = custom and practice
Implied duties (common law) e.g duty of care
maintain trust/confidence
employer has no right to just give notice and
change things in a contract
Constructive dismissal
occurs when there is a resignation that
follows on and is initiated in response
to an employers breach of contract
How to lawfully manage change
flexibility clauses in the contract
collective agreements
sweeteners
technical variations
custom and practice
acceptance through practice
other alternatives
leave things as they are and
appoint all new starters on the
new terms
dismiss and re-engage
must be a genuine organisational need
must inform fully and give
chance to accept the new
contracts with full notice
the negative impact of
forcing change can damage
the psych contract
Politics
HRM and political aspects of change mgt
act politically from time to time
develop political skills
is the positive case for change enough?
build networks
Trad approach for effective change mgt initiatives
requires careful planning by senior mgrs, in accordance
with legal req's
Needs to take account of ppl mgt issues
Need to persuade ppl, effectively
communicate and involve employees
HR can act as change agents
Diff perspective = org change is political
and leading change agents need to be adept
at playing politics
Flatter org structures req ppl to be able
to influence and negotiate better
Rees/French - ' the more strategic the
change, the more politically charged it
will be and thereby draw upon more
power bases