The paper 'Managing Human Resources Issues' is a good example of a Management Essay. Business environments within which organizations operate are highly volatile and this calls for a constant evaluation of the organizational objectives from time to time. Changes within the internal and external operating environments have a direct impact on the organization’ s internal processes and should be adequately addressed to ensure efficient operations. Michael notes that, due to the dynamic nature of the business environments, organizational change is inevitable whereby it seeks to ensure efficient utilization of the organization’ s resources relative to the internal and external business environments (2000, p11).
However, these changes have varying impacts on the internal process and at times result in resistance among the various organizational components. This paper seeks to analyze issues surrounding employee resistance from a change management perspective by incorporating relevant theories, concepts, and models. Towards this end, the writer will assume the position of an HR consultant whereby they will be able to analyze these issues comprehensively as well as make recommendations. Change Management Most often, an organization’ s management has to evaluate their strategic approaches towards attaining their business objectives and their relevance to the business operational environments.
Depending on the business environment, the management should decide on the best operational, tactical, and strategic approaches that result in the efficient utilization of the organization’ s resources (Pergamon Flexible Learning 2005, p19). A change in these approaches has an impact on the internal process where they have to be adjusted to suit the new approach. Quite often, the internal entities are quite adamant to adapt to these changes and the executive management is likely to face resistance issues.
To ensure the achievement of the organizational goals, the management has to tactfully deal with the resistance issues without negatively impacting the organization’ s performance. The Gallery has faced increased competition within its industry and this has resulted in the formulation of new policies aimed at handling the competition and sustaining the business operations. Initially, the restaurant occupied three floors of the office block but it currently occupies one floor as business slows down. Poor business operations have further been impacted by the on-going poor economic developments that have impacted business operations across industries.
Due to these events, the management has embarked on cost-cutting measures that have been focused on wage-cuts. However, the employees have not welcomed the proposal and are currently expressing their discontent by reducing their productivity. Leadership According to the Lewin Change Management Model, leadership is vital to the successful implementation of a change program. From the model, the executive and those responsible for overseeing the implementation of the change program ought to set good examples through the three major stages namely; unfreeze, change and refreeze (Mike, G 2007, p5).
In the unfreeze stage, the top management ought to create a need for change and prepare the organization for the looming change. Similar to Kotter’ s 8-Step Change Model, the Lewin Model begins with creating a need for change within the organization and directing other organizational members in effecting the change. However, to get the organization members in accepting the change, the managerial figures ought to exhibit strong leadership qualities that will convince the members on the need for change (Zaccaro & Richard 2001, p56). This process might involve changing the basic organizational functions, beliefs, values, and principles for a good course.
The change stage follows the uncertainty created after the unfreezing stage. Organizational employees begin to develop their own ways of handling the uncertainty and the management has to provide direction in order to ensure the achievement of the organizational objectives. As the employees develop unique methods of handling the uncertainty, the change agents have to ensure that the change objectives are understood and eventually achieved. Lastly, the refreeze stage seeks to reinforce the newly adopted mode of operations within the organization (Mike 2007, p9).
After clearing the uncertainty, the organization’ s employees feel confident and secure in their working environments and this reduces the chances of facing a revolt within the organization. This last stage psychologically prepares the workers for the next inevitable change that they are likely to accept.
CIPD 2005, Employee Relations, Retrieved from < http://www.cipd.co.uk/NR/rdonlyres/20794605-56A9-4942-80D5- 3E1FCE9BE483/0/employee_relations.pdf > on Dec. 20, 2009
Cook, S, Macaulay, S & Coldicott, H 2004, Chnge Mngmt Excellence: Using the 4 Intelligences for Successful Organizational Change, Boston: Kogan Page Pub.
Gennard, J & Graham J 2005, Employee Relations 4th Ed, Michigan: CIPD Pub.
Katherine, M 2008, Org. Communication: Approaches & Processes 5th Ed, New Jersey: Cengage Learning.
Lewis, P, Thornhill, A & Saunders, M 2003, Employee Relations: Understanding the Emplymnt Relation, New York: FT Prentice Hall.
Michael, A 2000, Strategic HRM: A Guide to Action 2nd Ed, Denver: Kogan Pub.
Mike, G 2007, Change Mgmt Masterclass: A Stp-by-stp Guide to Successful Change Mgmt, Denver: Kogan Page Pub.
Mind Tools 2009, Kotter’s 8-Step Chnge Model, Accessed on Dec.20, 2009.
Pergamon Flexible Learning 2005, Change Mgmt, Detroit: Elsevier.
Taylor, R 2006, The Future of Emplymnt Relations, Accessed from < http://www.esrc.ac.uk/ESRCInfoCentre/Images/fow_publication_1_tcm6-6059.pdf > on Dec 20, 2009
Zaccaro, SJ & Richard, JK 2001, The Nature of Org. Leadership, California: John Wiley & Sons.