HRD and Organizational Change: Evidence-Based Practice

Hamlin, Bob

doi:10.22324/ijhrdppr.1.102

Cited by 14 publications

(15 citation statements)

References 28 publications

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“…It is regularly asserted that over two-thirds or more of organizational change initiatives fail to achieve their intended aims (Hamlin, 2016). Whilst such claims lack any strong empirical foundations they serve nonetheless to highlight the challenge organizational change presents for those engaged in its leadership and management.…”

Section: Part 3 Editorial Discussion: Towards Shared Leadership?mentioning

confidence: 99%

Conversations About Change: Leading and Managing Change at CaseX

Morton¹,

Ltd²,

Holden³

2018

IJHRDPP&R

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1That organizational change is problematic and challenging is generally acknowledged. Yet there remains a dearth of real, industry, and organizationally based case studies addressing problems, pathways, and practice experience. This article provides a reflective account of practice in relation to the leadership and management of organizational change within one part of a global chemical manufacturing company. The context in which a major programme of change was acknowledged as necessary is explained. The article then focuses on the culture change aspects, identified as critical if a range of structural, technical, and process changes were to be achieved successfully. Drawing on the experiences of senior managers involved in the change process, together with a consultant engaged as an external change agent, the article provides a rich picture discussion of key issues and themes, tensions, and questions regarding the leadership and management of the change. Conversations about change were central to the programme of culture change, providing the basis for critical connections to be made regarding workforce involvement, values, learning, and knowledge flow. Importantly, the account presented reveals the significance of the leadership team and a scenario which over time saw the emergence of a more collaborative approach to the management of the change process.

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Section: Part 3 Editorial Discussion: Towards Shared Leadership?mentioning

confidence: 99%

Conversations About Change: Leading and Managing Change at CaseX

Morton¹,

Ltd²,

Holden³

2018

IJHRDPP&R

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“…Adapted from: Hamlin (2001aHamlin ( & 2016b spective evidence-based change agency roles, and also to those OCD-related professionals who advise and support them.…”

Section: Figure 1 Critical Contribution Of Ebocd Related Change Agencymentioning

confidence: 99%

Organizational Change and Development

Hamlin

2019

Advances in Business Strategy and Competitive Advantage

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This chapter first discusses the complexities of change in organizations and why so many OCD programs fail and makes the case for change agents to become evidence-based in their change agency practice. The author then offers a definition of evidence-based organizational change and development (EBOCD) and outlines the types of “best evidence” that can be used to inform and shape the formulation and implementation of OCD strategies and to critically evaluate the associated processes and change agency practices. Various distinctive evidence-based initiatives for OCD are discussed and several case examples from the United Kingdom are presented. The chapter closes with a discussion of the specific merits of “design science,” “professional partnership” research, and “replication” research.

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“…Gibb (2011) argues that the empirical link between HRD and organizational success, what he calls "the quantitative key to SHRD", has yet to be demonstrated consistently. Hamlin (2016) further notes that whilst most HRD practitioners are, or wish to become involved as strategic partners (particularly with respect to helping them bring about effective and beneficial organizational change), the contribution that HRD can make remains contested. The author further argues that many managers regard initiatives associated with HRD as an undesirable cost that can only be afforded when profits and/or funding are plentiful rather than as an investment which the organization can ill afford to make in the toughest of times (ibid, p. 9).…”

Section: Hrd In Organizationsmentioning

confidence: 99%

67 The Impact of the Economic Crisis upon Human Resource Development (HRD): Evidence from two Greek Banks

Mitsakis¹,

Aravopoulou²

2016

IJHRDPPR

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This study investigates the nature and changes of Human Resource Development (HRD) in two Greek banks under the challenging context of the economic crisis. It examines the latter's impact upon HRD as it was perceived from different stakeholders and through a pre and ongoing-crisis assessment approach.The study draws upon qualitative research data from two case study banking organizations in Greece, reporting on 76 semi-structured interviews with key stakeholders (HR staff, Bank Managers, employees) undertaken in 2014, six years after the fall of Lehman Brothers.The study contributes to academic knowledge as being the first empirical research offering a unique perspective through examining changes of HRD within a specific industry and national context (Greek banks) against a backdrop of an economic downturn. Its findings also raise important questions for HRD professionals, in both academia and practice, in relation to claims and aspirations which prevail in respect of HRD and organizational change and business transformation.

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HRD and Organizational Change: Evidence-Based Practice

Cited by 14 publications

References 28 publications

Conversations About Change: Leading and Managing Change at CaseX

Conversations About Change: Leading and Managing Change at CaseX

Organizational Change and Development

67 The Impact of the Economic Crisis upon Human Resource Development (HRD): Evidence from two Greek Banks

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