A new change management approach for a law enforcement organization

Abstract

This research uses a pilot study to investigate current change management implementation in a law enforcement organization. Based on the findings, a new change management approach is established for a law enforcement organization. The core research question that guides this study is: ‘How can change management be implemented successfully in a law enforcement organization?’. Taking into consideration the research aim, type and size of the sample, and to gain different and in-depth knowledge of the change management phenomenon, the operations division of the Turkish gendarmerie was chosen as the sphere of interest and semi-structured interviews as the research method. The results present a new change management model for the chosen division. The main original contribution is first Ackerman’s change categorization at a law enforcement organization [Ackerman, L. (1986) Development, transition or transformation: the question of change in organization. OD Practitioner 18(4): 1–8], and then developing a new change management approach for each type of change category in this context.

Mergers in Indian public sector banks: can human resource practices ensure effective implementation of change?

“…We may explain the significant direct and negative effect of training of employees on resistance to change (β 5 À0.251) by the logic that training in skills required to perform a job in a new job setting could make employees more receptive to change. As Erciyes (2018) explains, an employee is not aware of any change situation, which triggers resistance.…”

“…Rewards are also seen as change drivers linked with the adoption of change by an individual (Whelan-Berry and Somerville, 2010). Erciyes (2018) recommends rewarding employees who adapt quickly to a new process in the step of institutionalizing change. Similarly, Griffith-Cooper and King ( 2007) suggest rewards for early adopters.…”

“…Transformational change necessitates more professional support than the other two types of change, mainly because of radical and unknown elements. For this reason, an organization can resort to a group of change agents from with and outside (Erciyes, 2018). Internally PSBs can plan for co-optation, through which a committee can be formed for implementing the merger.…”

“…Transformational leadership is a strong driver of effective change implementation (Herold et al, 2008). The top management needs to give clarity about the future and encourage and support all employees (Erciyes, 2018).…”

“…Mergers in the banking sector are taking place in phases. In 2017, the first large scale consolidation of banks took place when State Bank of India (SBI) acquired five of its domestic banking subsidiaries, or Associate Banks (namely, State Bank of Hyderabad, State Bank of Travancore, State Bank of Mysore, State Bank of Bikaner & Jaipur, and State Bank of Patiala) and the Bhartiya Mahila Bank (SBI Annual Report, 2017-2018. This integration became effective on and from 1 April 2017.…”