Change Management within an Organization in Times of Change - Annotated Bibliography Example

Change Management Name Institution Date Part 1 A. Change Management Problems Change management is one of the major aspects which take place at a workplace. However, most employees do not know how to handle change. Whenever a new leader is brought in to the organization, some form, of resistance is usually experienced by the employees. It usually takes time before the employees are used to the new leaders and their leadership styles in the organization. In some instances, the organization usually introduces new technological concepts so as to enhance its operations. This results into resistance to change as everyone is used to the old system. Change management is considered as one of the major human resource problems that faces most of the organizations (Cameron & Green, 2012). The change management at the organization can however be attributed to the lack of proper communication. In most cases, the organization does not provide adequate information regarding the changes which makes it difficult for the employees to cope on their own. The relationship between the employees and the supervisors is not good at the company and hence contributing to the problem. The change management problems usually have negative impacts on the company as it slows down most of its operations. It is, at times, common among the middle level managers. Some of the managers resist changes being introduced because they tend to believe that things may not be as they expect them to be. Some of the managers usually feel that the changes will affect their powers. Managing changes may be a complicated process depending on the mechanisms that are in place. A company is supposed to assist the employees to manage the changes in order for the process to be successful (Cummings & Worley, 2014). Research question What makes change management difficult within an organization in times of change and how can the problem be resolved? Variables The variables that affects the change management includes organizational leadership, organizational culture, organizational structures, organizational behavior, communication and employee emotions. Location United Kingdom (UK) B. Annotated bibliography Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge. Retrieved on 3 February 2015 from, . The keywords that have been used in the article includes organizational change, organizational development and corporate sustainability. The key words that have been used are relevant to the topic of change management. The methodology that has been used by the authours is the qualitative research method. The authours have not used the numeric data in the process of carrying out the research. The aim of the article is to explore the approach for change and determine the appropriate methods that can be used for managing the changes within an organization among the employees. The context in which change can be applied has also been highlighted in the article. The article found that it is difficult to understand change effectively unless a range of approaches is mapped and evaluations carried out. The authours also conclude that the application of change management requires an understanding of the impacts of the changes. Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381-398. Retrieved on 3 February 2015 from, The keywords in the article include organizational change, network theory, institutional theory and change agents. Through the key words, it is easy to find the relevant information about organizational change problems in the article. The methodology that has been used in the article is mainly quantitative. Data from 68 organizational change initiative that was take in the National Health Service in United Kingdom has been used in the research. The aim of the study is to determine the structural connections between different actors of change in an organization. The factors that hinders the management of change in the organization has been explored in the article. The authours found that the institutional status quo may hinder change management within an organization. Less divergent changes may also be hindered by the complexity and structure within an organization. Change management requires the full support of an organization in order for it to be successful. Hatch, M. J. (2012). Organization theory: modern, symbolic and postmodern perspectives. Oxford university press. Retrieved on 3 February 2015 from, The key words in the article are organizational theory, organizational environment, organizational social structure, and organizational culture and change management. The qualitative research methods have been used in the article by the authours. This is through the analysis of the behaviors of the employees in an organization. The aim of the research is to identify the organizational issues through the use of the organizational theory. The concepts of change management have also been analysed in the article. The factors that contribute to the organizational change within an organization have been identified. Solutions have also been provided. The article found that organizational change issues can be solved through modifying the organizational culture. Organizational change problems have been attributed to the nature of the organizational culture. Some of the organizational culture supports change management among the employees while other organizational cultures do not support change management. The management of change in an organization is thus varied among different organizations. Fugate, M., Prussia, G. E., & Kinicki, A. J. (2012). Managing employee withdrawal during organizational change the role of threat appraisal. journal of Management, 38(3), 890-914. Retrieved on 3 February 2015 from, . The keywords in the article include organizational change, cognitive appraisal, threat appraisal, positive change orientation, positive organizational behavior and justice. Qualitative methods of research have been used in the article. The aim of the article is to identify the methods that can be used to manage change among the employees during performance appraisals. The article has highlighted that performance appraisal is a factor that is responsible for change within an organization. The performance appraisal may be positive or negative within an organization and may lead to changes on the part of the employees. The article established that change management is a problem among the employees in the case of threat appraisals. The employees may be unable to carry out new activities that are aimed at improving their performance and hence resulting to the problems of change management. The operations of the organizations are usually affected when the employees have difficulties in managing changes. Organizational support is important during change management. Raineri, A. B. (2011). Change management practices: Impact on perceived change results. Journal of business research, 64(3), 266-272. Retrieved on 3 February 2015 from, . The keywords in the article are organizational change and change management practices. The concepts of qualitative and quantitative research have been used in the article for the purposes of determining the change management issues among the employees. The aim of the article is to analyse the differences in perceptions in the use of practices that are used in the change management processes. The research was based on 90 organizations in Chile. The article found that the change management practices have positive impacts on the processes of accomplishing the changes within an organization. Various factors are however important in determining the success of change management. The factors include the organizational size and intensity of the change management program. The article also concludes that it is difficult to determine the organizational outcomes during the change management process among the employees. The performance of the employee during times of change is dependent on the change management strategies. Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351. Retrieved on 3 February 2015 from, . The key words in the article are organizational citizenship behavior, perceived HRM practices, perceived organizational support, employee engagement, leader-member exchange and turnover intentions. The quantitative analysis research concepts have been used in the article. Data from 297 employees in the service sector in the United Kingdom. The aim of the article is to determine the link between the employee behavior and perceived HRM practices. This also includes the concepts of change management among the employees. The article found that the organizational climate as well as the relationship with the line managers plays an essential role in influencing positive behavioural outcomes among the employees. The organizational climate also determines the effectiveness of change management among the employees within an organization. The presence of a good relationship and effective communication among the employees is also important in determining the efficiency of change management. Organizations are encouraged to promote good relationship with the employees in order to enhance the change management process. Kool, M., & van Dierendonck, D. (2012). Servant leadership and commitment to change, the mediating role of justice and optimism. Journal of Organizational Change Management, 25(3), 422-433. Retrieved on 3 February 2015 from, . The keywords in the articles are organizational change, leadership, commitment to change and servant leadership. The concepts of qualitative research were used during the research. A total of 135 employees were involved in the survey during the data collection process. The aim of the study is to provide information on the importance of leadership commitment during the process of change management. The article has established that commitment to change, interactional justice and optimistic justice are dependent on servant leadership. The level of commitment of leaders within an organization is important in determining the success of change management in an organization. The concepts of servant leadership are important in providing the employees with the necessary assistance during the process of change management. The support and commitment from the leaders is important in enabling the employees to be successful in the change management process. Commitment to change is also useful in ensuring that the change resistance from the employees is avoided. Hill, N. S., Seo, M. G., Kang, J. H., & Taylor, M. S. (2012). Building employee commitment to change across organizational levels: The influence of hierarchical distance and direct managers' transformational leadership. Organization Science, 23(3), 758-777. Retrieved on 3 February 2015 from, . The key words in the article are hierarchical distance, top management communication, transformational leadership and commitment to change. The concepts of quantitative research have been used in the article. The aim of the article is to identify the influence of hierarchical distance and leadership commitment on the issues of change management. The author found that change the success of change management within an organization is dependent on the leadership. The interaction between the employees and the members of the management is also a factor that determines the success of the change management process. The hierarchical distance is the reporting levels between the management and the employees. The commitment to change by the employees is also important in terms of ensuring that the change management process is effective. The commitment of the employees is dependent on the leadership commitment within the organization. The employees require close working relationship with the management in order for the process to be successful. Rafferty, A. E., Jimmieson, N. L., & Armenakis, A. A. (2013). Change Readiness A Multilevel Review. Journal of Management, 39(1), 110-135. Retrieved on 3 February 2015 from, . The keywords in the article are readiness for change, multilevel framework, outcomes of change readiness and antecedents for change. The concepts of quantitative research have been used in the research for the purposes of carrying out different analysis. The aim of the article is to review literature on the on the issues of change management among the employees. The article found that a gap exists in literature on the issue of change management among the employees. The article also found that the preparedness for change is important among the employees. The employees who are prepared for change are able to manage the change. Preparedness is also important in terms of enabling the employees to understand the importance of change management. The management has a role to play in terms of preparing the employees to any changes that may take place at the company. A close working relationship between the management and the employees is important during the process of change management. Klarner, P., By, R. T., & Diefenbach, T. (2011). Employee emotions during organizational change—Towards a new research agenda. Scandinavian journal of Management, 27(3), 332-340. Retrieved on 3 February 2015 from, . The keywords in the article are organizational change, process research, emotions, and psychology and micro levels. The concepts of qualitative research have been utilized in the article. The aim of the article is to establish the impacts of emotions among the employees during the change management process. The article found that change management among the employees is usually affected by the emotions involved during the process. It also found that there is a gap in literature regarding the issues of emotions regarding the change management process and this requires more research in future. The emotions among the employees during the change management process are as a result of fear of changes among the employees. In some of the instances, the employees are also emotional as they believe that the changes may have negative effects on the careers at the company. Proper communication is also required in order to deal with the emotional issues during change management. C. Methodology The concepts of quantitative research will be used during the research. Statistical data and analysis will be used during the research. The main sources for data for the research include company documentation, human resource management officers, and individual employees from different departments. This is considering that most of the employees are directly affected by the change management process. The information obtained from the managers will be useful in determining the actions that is being taken by the management to assist the employees to deal with the changes within the organization. The data will be collected through the use of interviews and questionnaires and interviews. The questionnaires and interviews will be formulated in a simple manner for enabling the easy understanding of the respondents. The questionnaires will be administered directly to the respondents and all the interviews will also be carried on a face to face basis. This is considering that only respondents from the company will be interviewed. The ethical concepts will be considered throughout the process of carrying research. The respondents will not be influenced to answer the interview questions in a particular manner. Influencing the respondents has negative impacts on the outcome and credibility of the research. This will be for the purposes of ensuring that the research is credible. On the other hand, high levels of accuracy will also be maintained during the process of carrying out the data analysis. References Cameron, E., & Green, M. (2012). Making sense of change management: a complete guide to the models tools and techniques of organizational change. Kogan Page Publishers. Cummings, T., & Worley, C. (2014). Organization development and change. London: Cengage learning. Read More