Chapter 8

Change Management
Implementation,
Integration, and
Maintenance of the HRIS

Change Management

Systematic 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
3
implementing innovation.

Forces For Change

External
Forces

Process
Behavioral

Internal
Forces

Economic
Forces
Technolog
y
Social
and
Political
Change 4

Change Process Models: Levins 3step 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 Models

Nadlers Congruence Model

Inputs: Environment, Resources,

History
Operating
Organization/Transformation
Processes:

Strategy, Work, People, Informal and

formal organization

Outputs: System, Unit and Individual

Change Process Models

Kotters 8- stage process
First four stages focus on unfreezing

Establishing a greater sense of urgency

Creating the guiding coalition
Developing a transformational vision and
strategy
Communicating the change vision

Change Process Models

Kotters 8 stage process
The next three stages introduce many new practices
(change/transition);

Empowering a broad base of people to take action

Generating short term wins

Consolidating 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 Failure

Leadership
Planning
Change Management
Communication
Training

Communication

Communication 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 technology

Employees exhibiting resistance to change
Employees actively avoiding or harming the
change efforts and communicating this
negative response to other employees

Communication

An organization about to undergo

a change in technology should:

Communicate a clear, consistent

vision
Provide employees the rationale for
the change (e.g., allow them to
unfreeze, create a sense of urgency)
Communicate short-term wins
Communicate training availabilit

Training

Early & effective training program

Maximum training impact is during &
immediately following implementation
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