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HRM3008 Organisational Change

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HRM3008 Organisational Change

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Course Code: HRM3008
University: University Of Northampton

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Country: United Kingdom


This process will require you to synthesise and build upon much of the information and many of the activities within the module. You will need to critically reflect upon the module and your learning. This assignment will require a high level of reflective, critical and creative thinking and input.
Start working on this assignment from day one of the module. One of the assessment criteria that we shall be using is based around how much you have developed you thinking and understanding during the module.
The portfolio is built up from a variety of different materials:

A critical reflection of your groups Literature Review process and presentation.
Discussion and reflection of Seminar activities.
Discussion and reflection of your significant learning themes.
Application and integration of your learning, how can you apply and integrate this learning?

Apart from the above, what you put in the portfolio is up to you, but do remember that you need to demonstrate achievement of the assessment criteria.
You must ensure that your work contains reference to appropriate theories and produces evidence of critical thinking and reflection on your own learning and development.
There are a variety of models and frameworks to help explain, facilitate and capture reflective learning (Kolb’s Learning Cycle, Honey & Mumford’s Learning Styles).
Some Reflection Prompts.
1.Have any intriguing ideas emerged from your seminar discussions?
2.What ideas (from lectures, work experience, other related modules….?) stand out in your mind as being particularly important/useful?
3.How do these ideas relate to other similar ideas you have come across?
4.How can you use these ideas in the future?
5.Can you relate some of these ideas to the world of work?
6.What made it easy or difficult for you to learn? What does that say about how you prefer to learn?
7.Are any general themes emerging?
8.What actions do you plan to take based on what you learned?


Human Resource Management works in favour of the effective management within the organization dealing with the organization of the workforces in order to make their skill set and contributions to the company (Moore & Jennings, 2017). On the other hand, Change Management process helps an organization to achieve the same transition involving skills, tools and the best practices in the areas where required (Satornino, Doreian & Allen, 2017). Effective communication is also necessary for the Human Resource Management Systems as well.
The following report would thus present the idea of Change Management and effective communication implied on the Human Resource Management System referring to the analysis and critique of the social process perspectives on the process, the discussion and evaluation on the social process perspectives, and the participatory methods for applying the theories. The next phase would include the development, articulation and justification of the alternative change strategies and the critical evaluation on the learning module for change implementation on Human Resource Management systems and its utility in real world.
Reflection and application of Change Management and Effective Communications
Reasons for selecting the theme
Change management and effective communications have been chosen to be present the insights on given the latest change in marketplace and industry visualisations. In Human Resource Management these need to be implemented at a larger scale as the ever changing world of business cannot be implemented in managing the work power and employees within an organisation without proper communication. For engaging into the organisational learning on managing the human resources without both the teams selected for further reflection it is necessary that change management and effective communication should be given proper focus.
Reflection on Change Management and Effective Communication in Human Resource Management
The Human Resource Management system utilizes the organization of workforces for making the company gain a competitive advantage over its competitors. It is commonly known as the HR department and it is expected that the way that HR department manages the employees within the organization to maximize the performances of the employees as a whole in service of the strategic objectives of the employees. However, I believe that the ever changing world in business compels every organization to implement changes within the organization to reach a desired state of operations from the current state only to maximize the profits and gain a much higher level of competitive advantage than its contemporary business organizations. I have seen that the organizations have been shifting from the old principles and traditional modules that were used at some point of time in the business world. The traditional arrangements are being replaced by the new strategies implied by the Human Resource Management Systems and it radically fall together with the effective Change Management within the organization as well. Since the organizations in the latest business world have been experiencing a sea change in the business environment every day, it is possible that the Human Resource Management systems are also affected by them (Maheshwari & Vohra, 2015). However, if I look into the matter from the perspective of an employee, it can occur that contributing to the organization through their day to day activities that the change management system would bring about alterations in their daily activities and I believe that this may be the reason that the change in Human Resource Management system can be an obstacle for its implementation within the organization. It is not to be forgotten that a well implanted practice of Human Resource Management systems is directly associated with the improved performances of the employees, the innovative strategies for the operations within the organization and the benefit of both the employees within the organization and the managerial departments (Ariss & Sidani, 2016). Above all, all the ideas of change process in HRM relies on the effective communications between all the employees associated with the organization.
However, there is little focus provided for the informal aspects of the Human Resource Management Systems that provide insights upon the current practices adopted by the organization to manage the human resources and which has the potential of the success and failure of the implementation of the change management system (Shin & Konrad, 2017). This is why there have been social process perspectives between the managers and the employees that affect the implementation of Human Resource Management systems and all the upgraded changes within the system as well. The analysis of the work environment in an organization also helps in reaching a conclusion about the social process perspectives in a Human Resource Management System. It is essential that a good psychological working environment of the Human Resource Management Systems and its systematic priority is established as it affects the social processes within an organization. If not, then it can affect the production pressure and power relation between the employees and the managers as well as can negatively affect the change management process as the new concept in the Human Resource Management system.
Reflections on the theories in personal work
The broad concept of Human Resource Management system is defined as the concept in business process that includes the involvement of all the activities that are comprised of the management and the development of the human resources within an organization. Naturally I gained the insight that it is associated with the activities like the organization of work, the process of recruitment, the application and development of the human resources as well as the rewarding, assessing and even termination of the human resources (Taylor, Doherty & McGraw, 2015). The support activities that include the Human Resource Management systems are the improvement of profit and further in the long term, it helps in the reshaping and development of the organization based on the strategic activity of the firm. (Collings, Wood & Szamosi, 2018). The development of the action plan based on the reflections that I have gained in learning all the modules would be displayed through the SMART objective based on the above reflection.
The specific goal is to implement continual changes within the Human resource Management process and this is to be established with effective communication through all the hierarchical levels in the organisation.
The measurable context in this regard would be the outcome of implementing change management and effective communication within the human resource management process which would be displayed through the feedback generated from the employees. I believe the improvement and the accomplishment of the goals from the employees would also be a measurable factor of the implementation. (Chuang, Jackson & Jiang, 2016).
Given the context of the business environment right now the achievable goal can be easily accomplished through these structured themes implemented within the organisation and below standard performances can be easily eradicated from the system.
The goal is absolutely what to wear for meeting the needs and it is relevant because the changing business atmosphere needs that both change management and effective communication be implemented in Human Resource Management.
I believe that my entire implementation process would be completed step by step within the given time of at least a financial year.
The way that technology and globalization has been setting up the marketplace, it had obtained the status of a highly competitive phase where different companies have been finding it increasingly difficult to survive and meet their business objectives and obtain the competitive level to meet the strategic goals of the organization better than their contemporary organizations.
Reflection and application on the Alternative models for Change Management
Reasons for selecting the theme
There have been an alternative model build for the implementation of change management within an organization supporting the changes to bring about in Human Resource Management systems (Nankervis et al., 2016). The reason that this theme is selected for being reflected up on is the difference in implementation of chains models within the business structure. Implying the age of traditional processes would bring about monotonous business structure and I believe that this would not help in gaining competitive advantage. On the other hand if change management procedure and its alternative models are implemented within an organisation this would bring about how much more sophisticated and different change management model within the organisation and help the business in gaining competitive advantage in comparison to its contemporary organisations.
Reflection on the Alternative Models for Change Management
According to the conducting studies and researches, this alternative model can be described in details as follows:
The Continuous Change Process Model: This change process model for Human Resource Management devices the entire change in process within the organization from the topmost management perspectives and it devices the change process management in a much more managed and in a continuous process. It is however, a lesser refined model with more complexity than the other proposed and simplified models of the change management processes for Human Resource Management systems (Alvesson & Sveningsson, 2015). This model for change management in the Human Resource Management systems suggest that there are some specific  triggers that enforce or introduce the need for the change in the entire system and this is why  the problem solving factors for this change implementation is formed by the management who take part in problem solving and decision making processes that identifies the alternative solutions to these problems that are being faced due to the identified problem that potentially induces the need for change within the organization (Rees & Smith, 2017). Having reflected upon the process, I have found that the managerial bodies clearly state the definition of their targeted goals within the process and continuously improve or change the processes for further improvement to attain the output that has been expected as the output of the change process.
The early stages of this change implementation involves the top management to seek the support of the change agent who has been studying the needs to bring in the change within the Human Resource Management system and make out the responsible people who would be the driving forces behind the changes effort of the change management (Guerci & Pedrini, 2014). The change agent would provide the management with insight about the identification of the problem definitions or it may also occur to the change agent that the managerial bodies be provided with the alternative solutions and the plan of actions that may be implemented to eradicate the problems from their roots (Boselie, 2016). The organization can hire both an external change agent and an internal change agent to find out the problems within the Human Resource Management systems. The organization can even ask for an external consulting organization to initiate the process of change for the Human Resource Management systems (Garaus et al., 2016).
The transition that the Human Resource Management system goes through is also in need of management. The process by which the transition from the old systems to the new and desirable futuristic implementation is handled is known as the transition management system and during this phase, the change management process initiates, leaving the organization in neither a new nor an old stage (Jamali, Dirani & Harwood, 2015). I believe that the transition management phase ensures the organization about the advantages of the change that is taking place within the organization and this is handled by the management team who acts as the transition management team at that point of time. During this period of time, the interim positions are created for ensuring total control and the seamless continuation of the business processes while the organization is going through the changes.
Reflecting upon implementing the Participatory methods for Change Management
Organizations are always under the pressure to outrun their own previous goals to evolve and innovate in a continual manner and in the same way the long trusted tools within the organization are no longer considered to be holding a competitive advantage (Armstrong & Taylor, 2014). In most cases, without implementing the change driven mostly due to the interest in controlling the costs, the holistic processes are included rather to improve the Human Resource Management system that are driven by the interest to address the flexibility and agility that is considered as a profitable issue in economy of the recent world (Salm & Schwab, 2016). The way the change agents have identified the importance of change in physical environment of the organization have helped the managerial bodies to decide that the most important change in the business environment lies in the transformation of the Human Resource Management system to make sure that the employees are utilized to their full accord and the investment on them becomes beneficial for the organization in the long run and this would be displayed by SMART objectives below.
I have perceived that the specific utility of a participatory design approach to the change management procedure would help the management of the Human Resource Management system within the workplace and create a better place for the employees to provide them support for attaining the organizational goals.
This would be measurable when the outcome of implementation would make the customers find the difference between the human resource management of other companies with the company I am currently working in. In addition to that the achievable goal is reasonable enough to accomplish and would not make the company be at a loss by making it achieve a complex process (Garaus et al., 2016). . Given the current business structure and the environment in which we are living in, every company wants to be different name the others and the alternative change management process would certainly give the company and new look out to human resource management. The time within which I am trying to complete this that is within 6 months of the calendar year.
This collaborative approach towards the organization by the employees themselves is the positive advantages that change management in Human Resource Management system brings about within an organization. It is quite an astonishing factor that with the implementation of participatory methods, it is just not the managerial and change agents who have been thinking about strategic and innovative ways to implement changes within the Human Resource Management system to make the employees more proactive. It also involves the employees to work as a participatory factor where they innovate their plan of action for themselves and brings about a positive change within the organization as a whole.
Reflection and application of alternative Change Process and effective Communication strategies
Reasons for selecting the themes
The history of the modern business defines the management systems as the alignment and control factor in every process through an organization. The procedure and the planning for the business management include the procedures and planning the strategy for the further operations (Bratton & Gold, 2017). Therefore the themes are selected to reflect upon to make a feasible and seamless Human Resource Management Process for attaining a strategic advantage to the organization. It would take up less time and I believe would be the best implementation of strategic Human Resource Technique.
Reflection on the chosen themes of Alternative Change Process and Effective Communication Strategies
Following would be the development, articulation and the justification of the alternative change strategies implemented for the Human Resource Management systems in any organization according to my own reflection of the chosen topics:
Development: The first and foremost rule for the introduction of the change management in the Human Resource Management system is the proper utilization of the evaluation plan to find out the scope of the implementation of the change management system and the plan that would work the best for the organization in implementing change for the Human Resource Management systems. The development phase begins with the involvement of the managers at every level of the organization and they should involve in the utilization of the tools and the frameworks for driving the performance of the Human Resource Management unit (Tummers et al., 2015). This strategy would map the ability of the change strategy and would ably communicate the relationship that occurs with the cause and effect of the implementation plan adding value to the proportions of the Human Resource Management unit. The development should also include a balanced scorecard that would enable the utility of the tool to implement and monitor the strategy of the change management unit for the Human Resource Management system. Therefore, a common language is set for the communication during the assembling of the information value creation.
Articulation: The articulation factor of the change management in Human Resource Management systems can be defined as the putting in action format of the devised plan for the entire system. This would be the bringing about of the plan into a formidable action, that is, when the actual plan of changing the Human Resource Management system or the way the employees used to previously work within the organization in their traditional ways (Shields et al., 2015). This is where the entire organization comes into action because the company needs to make sure about the idea of change management to be well understood by all the employees within the organization. When all the employees are sanguine with the proposed idea and the utilization of the changed system to benefit the organization, it is then beneficial to implement the training of the employees that forms the cornerstone for the building of knowledge about the change and the skills that would be required for the employees to enhance their skills to gain success in the organization and be accustomed to the improved state of the organization.
Justification: It is the responsibility of the change agents to bring about the training plans according to the skills of the employees. Training would be devised for making the employees understand their zones of improvement and assess their own performance for the organization (Becker & Smidt, 2016). The alternative change management processes thus enables the employees to implement their own ideas and discretion within the processes, thus it is not just the managerial bodies that want to bring about the change in the Human Resource Management system, but there is total involvement from the employees as well. Furthermore, the change in Human Resource Management system enables the utility of the feedback and corrective action process forms the ends of the employees. These feedbacks are then analyzed by the change agents to implement the corrective actions for the seamless change management process. The entire process is then justified according to the after-action review, which is a function of the change management process where the entire change management program on the Human Resource Management system can be taken a look at form a standpoint and the success and failures of the implementation can be identified (Currie et al., 2017).
Critical evaluation on learning the module and implementing them in real life
Human Resource Management is the most articulated process of an organization that deals with the involvement of human discretion and emotions throughout the process of change management as implementing change involving the employees within the organization would mean changing the trusted traditional ways in which the workforce used to perform their day to day work within the organization. This is why the employees within the organization are to be made to evaluate the utility of the change management process at the topmost priority. The traditional ways of implementing change within the old Human Resource Management system would just involve the managerial bodies to take decisions for the implementation. It is a known fact that change management is beneficial for every organization given the way by which the business world has been transforming every day. Thus it is not hard to understand the utility of change management for Human Resource Management systems in the organizations. However, the psychology of change management states that the alteration in the practised activities of the human workers in the organization could bring about behavioural changes within the employees (Burnes, 2016). Therefore, the employees need to see the whole point behind the change implementation and they should also agree to the proposed idea. It is unethical, as well as unnecessary to implement any change in the organization before asking the employees about their insights. They must agree to the points that the managerial bodies are trying to imply with the change management. In addition to that, critically evaluating the entire situation, it must be said that the systems, processes, and incentives must be in line with the new behavior of the improved and changed Human Resource Management system.
The proper implementation of the process is justified only through the application of these components of the effective change management procedure to ensure the success of the project. This also ensures the avoidance of the loss of valuable employees and it minimizes the negative impact of the change that affects the productivity of the organization and the customers of the company.
In conclusion it can be said that there are enough possibilities of an organization if the change management procedure is implemented on the Human Resource Management system of an organization given the ever changing environment of the business world. The way that business is evolving every day requires any organization to implement the utility of change management in every phase of the business. However, the alternative processes also makes use of the involvement from the employees as well to realize the reason for the change, which is only to make the organization gain competitive advantage over the contemporary organization. The report above describes how the process of seamless transition from the old to the improved and new systems in Human Resource Management is acquired through these alternative processes and what their utility is in the real world.
Al Ariss, A., & Sidani, Y. (2016). Comparative international human resource management: Future research directions. Human Resource Management Review, 26(4), 352-358.
Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Becker, K., & Smidt, M. (2016). A risk perspective on human resource management: A review and directions for future research. Human Resource Management Review, 26(2), 149-165.
Boselie, P. (2016). Strategic HRM. In Encyclopedia of human resource management. Edward Elgar Publishing Limited.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.
Burnes, B. (2016). Change management. In Encyclopedia of Human Resource Management. Edward Elgar Publishing Limited.
Chuang, C. H., Jackson, S. E., & Jiang, Y. (2016). Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. Journal of management, 42(2), 524-554.
Collings, D. G., Wood, G. T., & Szamosi, L. T. (Eds.). (2018). Human resource management: A critical approach. Routledge.
Currie, D., Gormley, T., Roche, B., & Teague, P. (2017). The management of workplace conflict: Contrasting pathways in the HRM literature. International Journal of Management Reviews, 19(4), 492-509.
Garaus, C., Güttel, W. H., Konlechner, S., Koprax, I., Lackner, H., Link, K., & Müller, B. (2016). Bridging knowledge in ambidextrous HRM systems: Empirical evidence from hidden champions. The International Journal of Human Resource Management, 27(3), 355-381.
Garaus, C., Güttel, W. H., Konlechner, S., Koprax, I., Lackner, H., Link, K., & Müller, B. (2016). Bridging knowledge in ambidextrous HRM systems: Empirical evidence from hidden champions. The International Journal of Human Resource Management, 27(3), 355-381.
Guerci, M., & Pedrini, M. (2014). The consensus between Italian HR and sustainability managers on HR management for sustainability-driven change–towards a ‘strong’HR management system. The International Journal of Human Resource Management, 25(13), 1787-1814.
Jamali, D. R., El Dirani, A. M., & Harwood, I. A. (2015). Exploring human resource management roles in corporate social responsibility: the CSR?HRM co?creation model. Business Ethics: A European Review, 24(2), 125-143.
Maheshwari, S., & Vohra, V. (2015). Identifying critical HR practices impacting employee perception and commitment during organizational change. Journal of Organizational Change Management, 28(5), 872-894.
Moore, L. F., & Jennings, P. D. (Eds.). (2017). Human resource management on the Pacific Rim: Institutions, practices, and attitudes (Vol. 60). Walter de Gruyter GmbH & Co KG.
Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management: strategy and practice. Cengage AU.
Rees, G., & Smith, P. (Eds.). (2017). Strategic human resource management: An international perspective. Sage.
Salm, M., & Schwab, C. (2016). Human Resource Management Reforms and Change Management in European City Administrations from a Comparative Perspective. In Local Public Sector Reforms in Times of Crisis (pp. 153-183). Palgrave Macmillan, London.
Satornino, C. B., Doreian, P., & Allen, A. M. (2017). The Case for Adopting Blockmodeling in Human Resource Management Research: Examples in Analyzing Social Networks and HRM Systems. In Research in Personnel and Human Resources Management (pp. 215-241). Emerald Publishing Limited.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., … & Plimmer, G. (2015). Managing employee performance & reward: Concepts, practices, strategies. Cambridge University Press.
Shin, D., & Konrad, A. M. (2017). Causality between high-performance work systems and organizational performance. Journal of Management, 43(4), 973-997.
Taylor, T., Doherty, A., & McGraw, P. (2015). Managing people in sport organizations: A strategic human resource management perspective. Routledge.
Tummers, L., Kruyen, P. M., Vijverberg, D. M., & Voesenek, T. J. (2015). Connecting HRM and change management: the importance of proactivity and vitality. Journal of Organizational Change Management, 28(4), 627-640.

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