Starting the HR and change conversation with history

Ogilvie, John R.; Stork, Diana

doi:10.1108/09534810310475514

Cited by 20 publications

(16 citation statements)

References 12 publications

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“…Because HRD scholars and practitioners constantly deal with change efforts, further knowledge of how individuals respond to change can provide information on HRD activities such as training programs, organizational development (OD) interventions and career development programs. Moreover, scholars argue that the HR role of change-maker is, in general, constrained and reactive (Siegal et al , 1996; Hope-Hailey et al , 1997; Ogilvie and Stork, 2003; Antila, 2006). This case study presents similar results.…”

Section: Discussionmentioning

confidence: 99%

Organizational change in a scenario of political upheaval and economic crisis: a Brazilian case

Juliboni

Hilal

2018

MRR

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Purpose This paper aims to enhance the understanding of organizational change (OC) and the main critical factors to change. Design/methodology/approach A single case study was conducted in a large company with operations in Brazil by means of 21 in-depth interviews. A qualitative perspective was applied to scrutinize the data collected. Findings Main critical factors, such as commitment and trust, represent pieces of a puzzle that, when put together in a constructive way, draw a path to successful implementation of a change initiative. On the one hand, a country crisis poses as an obstacle to build change initiative credibility. On the other hand, an economic downturn may represent a retention mechanism. This study allowed the authors to draw a diagram with four groups of people based on their engagement with the organization change initiatives and on their seniority. In brief, the company is in a vicious circle. It is prisoner of a negative loop that causes a destructive effect in the change process, and it does not allow them to think out of the box and explore creative alternatives to face the company challenges. Research limitations/implications The research presents a few limitations regarding the chosen method and, also, country and company scenario where the research took place. Practical implications The results have implications for human resources development (HRD) scholars and practitioners in the planning and implementation of OC-related initiatives. Originality/value This paper contributes to OC literature and practitioners by showing the importance of credibility in change initiatives to achieve their successful implementation. This study also supports the strong relationship among main critical factors to change. Finally, the company is locked in a negative loop that stifles the successive attempts to successfully implement the change initiatives.

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Section: Discussionmentioning

confidence: 99%

Organizational change in a scenario of political upheaval and economic crisis: a Brazilian case

Juliboni

Hilal

2018

MRR

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“…According to Ogilvie and Stork (2002), it is necessary for management to set up a standing committee to be proactive in identifying problems and resistance during the implementation and finding solutions immediately. When it cannot prevent problem and resistance, it should at least find effective solutions.…”

Section: Resultsmentioning

confidence: 99%

Change Implementation and Competitive Positioning

Adebola

Ayinde

Olufemi

2016

JIBRM

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Implementing complex organizational changes involve collective action by many people, each of whom contributes something. Implementation of change may face a big problem if the required environment, technique, and technologies are lacking. Descriptive survey research design was adopted. The population of this study comprised 43,820 management employees of the telecommunication industry (NCC 2012). Based on proportional stratified sampling technique, the survey sample size calculator software was used to select 2312 employees. A six-point likert scale type questionnaire used to collect data was validated by experts and a 0.81 Cronbach alpha coefficient confirmed its reliability. Of the 2312 questionnaire copies administered, 1435 were returned duly filled out. Change implementation had a significant relationship with competitive positioning (R2=0.251, p-value=0.0000 < 0.05); hence, the result showed a positive significant relationship. The study concluded that change implementation significantly determined competitive positioning. The study recommended among other things that managers should make change implementation an integral part of change management so as to ensure competitive positioning. A major implication of the findings for the industry is that it has provided an insight into some of the implications change implementation have on competitive positioning in the Nigerian telecommunication industry. Implementing change judiciously is necessary.

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“…35 An important leverage to affect human resources’ behaviors seems to be associated to HR practices 36,37 which can considerably shape the behavioral aspects of change, 38 engaging employees in change efforts, building commitment and thereby enhancing the organizations capability to change. 39 Indeed, previous research agrees upon the positive effects of HR practices on employees’ attitudes and contribution to enhanced firm performance, 40–42 especially if the management does not fail in clearly communicating the organization’s vision, by carefully designing change initiatives in coherence with the organization’s strategy. 39,43,44 In this vein, it appears crucial to quantify the degree of coherence and pervasiveness of HRM tools within a health care organization, in line with the major transformations new organizational models have implied.…”

Section: Theoretical Backgroundmentioning

confidence: 95%

“…39 Indeed, previous research agrees upon the positive effects of HR practices on employees’ attitudes and contribution to enhanced firm performance, 40–42 especially if the management does not fail in clearly communicating the organization’s vision, by carefully designing change initiatives in coherence with the organization’s strategy. 39,43,44 In this vein, it appears crucial to quantify the degree of coherence and pervasiveness of HRM tools within a health care organization, in line with the major transformations new organizational models have implied.…”

Section: Theoretical Backgroundmentioning

confidence: 95%

HRM practices and organizational change: Evidence from Italian clinical directorates

Gabutti

Morandi

2018

Health Serv Manage Res

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The general degree of implementation of HRM practices is still somewhat distant from a theoretically excellent and full implementation, especially if we consider the important lag of time since the reforms affected the sector. Nevertheless, results open the way to important considerations about the effectiveness of the CD model. Original value: The original methodology and scoring system suggested in this work produce a concise evaluation of the development of an effective HRM system within CDs. Our framework of analysis allows interesting benchmarking activities among different CDs of an organization and, ultimately, among different organizations. Moreover, the methodology presented may constitute a valid source of information in order to carry out future research on the items able to affect the implementation of such tools.

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Starting the HR and change conversation with history

Cited by 20 publications

References 12 publications

Organizational change in a scenario of political upheaval and economic crisis: a Brazilian case

Organizational change in a scenario of political upheaval and economic crisis: a Brazilian case

Change Implementation and Competitive Positioning

HRM practices and organizational change: Evidence from Italian clinical directorates

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