Chapter 8

Change Management Implementation, Integration, and Maintenance of the HRIS

Change ManagementSystematic process of applying the knowledge, tools and resources needed to effect change in transforming an organization from its current state to some future desired state as defined by its vision

Involves altering behavior patterns and having a vision and a plan.

*Managing Organizational Change

Change is an inevitable, pervasive, persistent, and permanent condition for all organizations.Organizations futures depend on their ability to master change.Effective managers must view managing planned change as an integral responsibility.Contemporary managers will have to develop approaches for adopting and implementing innovation.

*Forces For Change

Change Process Models: Levins 3-step Change Model

Unfreezing old learning Requires people who want to learn new ways to think and act.Deals directly with resistance to change.Movement to new learning Requires training, demonstration, and empowerment.Empower employees to take on new behaviors.Refreezing the learned behavior Occurs through the application of reinforcement and feedback.Strategies designed to minimize the loss of new knowledge, skills.

Change Process ModelsNadlers Congruence ModelInputs: Environment, Resources, HistoryOperating Organization/Transformation Processes:Strategy, Work, People, Informal and formal organizationOutputs: System, Unit and Individual

Change Process Models Kotters 8- stage process

First four stages focus on unfreezingEstablishing a greater sense of urgencyCreating the guiding coalitionDeveloping a transformational vision and strategyCommunicating the change vision

Change Process ModelsKotters 8 stage process

The next three stages introduce many new practices (change/transition);Empowering a broad base of people to take actionGenerating short term winsConsolidating gains and producing even more change

The last stage is required to ground the changes in the corporate culture (re-freezing) and make them stick.Institutionalising new approaches in the culture

Reasons for FailureLeadershipPlanningChange ManagementCommunicationTraining

CommunicationCommunication plays a vital role in the success of change programs. If an organization fails to create a good communication plan there are several roadblocks that may be faced, including:Employees failing to use the new technologyEmployees exhibiting resistance to change Employees actively avoiding or harming the change efforts and communicating this negative response to other employees

CommunicationAn organization about to undergo a change in technology should:Communicate a clear, consistent visionProvide employees the rationale for the change (e.g., allow them to unfreeze, create a sense of urgency)Communicate short-term winsCommunicate training availabilit

TrainingEarly & effective training programMaximum training impact is during & immediately following implementationActive, resourceful & friendly help-desk

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