HRM in Change Management

The Role of HRM in Change Management

Why HRM is Important in Change Management? 

Human Resource Management (HRM) is concerned with the individuals within an organization, and these individuals play a pivotal role in the process of organizational change. The success of organizational change heavily relies on the active involvement and influence of people and the human resources they represent. These individuals possess the capability to either facilitate or hinder the progress of organizational change initiatives (Baran, Filipkowski and Stockwell, 2018).

The Role of HRM in Change Management

HRM plays a crucial role in reducing disruptions and enhancing the likelihood of success in change management endeavours. It is the responsibility of HRM to ensure that employees are well-informed about ongoing changes and receive adequate training to effectively implement them (El-Dirani, Houssein and Hejase (2020).

Some specific roles of HRM are mentioned below:

• Development and Timing of Change-Oriented Training: HRM takes charge of formulating and arranging educational programs aimed at facilitating the adaptation to organizational changes.
• Change Agent in Communication: HRM assumes the role of a key conduit for conveying transformative shifts to the workforce.
• Recognition and Mitigation of Change Resistance: HRM possesses the acumen to identify potential sources of opposition to change within the organization.
• Active Involvement with Workforce: HRM plays an instrumental role in nurturing active participation and collaboration among employees amid periods of change.
• Resolution of Divergences: Change efforts may occasionally trigger disagreements, stemming from differences in perspectives, misunderstandings, or perceived threats (Hee and Shanmugam, 2019).

How to Manage Organisational Change?

Source : (Alqudah, Penela and Sanmartín, 2022) 

Benefits of Organisational Change

• Impact the Workflows of Workers

Changes in processes can disrupt established workflows, necessitating adjustments by workers. This can lead to confusion and inefficiencies as they adapt to new methods and routines.

• Reduce Moral

Signification changes may create uncertainty and anxiety among employees, affecting their motivation and job satisfaction. When roles, expectations, or work environments shift abruptly, morale can decline.

• Diminishing the Product Quality

Changes that are inadequately managed can impact the focus and competence of workers, potentially leading to a decline in the quality of products or services (Raeder, 2019).

Conclusion

HR plays a pivotal role in orchestrating successful organizational change. By mapping roles, addressing transitions, and considering impact levels, HR ensures a smooth and well-managed transformation process.

References

Alqudah, I.H.A., Carballo-Penela, A. and Ruzo-Sanmartín, E. (2022). High-performance human resource management practices and readiness for change: An integrative model including affective commitment, employees’ performance, and the moderating role of hierarchy culture. European Research on Management and Business Economics, [online] 28(1), p.100177. doi:https://doi.org/10.1016/j.iedeen.2021.100177.

Baran, B.E., Filipkowski, J.N. and Stockwell, R.A. (2018). Organizational Change: Perspectives From Human Resource Management. Journal of Change Management, 19(3), pp.201–219. doi:https://doi.org/10.1080/14697017.2018.1502800.

El-Dirani, A., Houssein, M.M. and Hejase, H.J. (2020). An Exploratory Study of the Role of Human Resources Management in the Process of Change. Open Journal of Business and Management, 08(01), pp.156–174. doi:https://doi.org/10.4236/ojbm.2020.81010.

Hee, O.C. and Shanmugam, N. (2019). A Review of Human Resource Change Management Strategies in the Digital Era. International Journal of Academic Research in Business and Social Sciences, 9(3). doi:https://doi.org/10.6007/ijarbss/v9-i3/5713.

Raeder, S. (2019). The role of human resource management practices in managing organizational change. Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO), 50(2), pp.169–191. doi:https://doi.org/10.1007/s11612-019-00465-1.