ORGANIZATION CHANGE MANAGEMENT MODELS AND HUMAN RESOURCE STRATEGY DELIVERY

Casely Ato Coleman

Abstract


Amplifying the nexus between organisational change management and Human Resources Strategy (HR) execution has always been an intriguing area for scholarship in HR theory, research and practice. Organizational development (OD) models provide tools and approaches to generate data to diagnose a “case for change” to design, execute and evaluate HR Strategy for an organization. This research builds on our earlier work (Coleman, 2018), which examined the application of the Burke-Litwin (BL) model to conduct an organisational diagnosis. In this present work, we look at the remaining components of organization change management, namely design, execute and evaluate and argue that the integration of organization change model with HR theory provides a useful construct to deliver HR strategy in an organisation. The study concludes that when HR strategies are designed with data generated from the diagnosis, they are grounded in both theory and applied research that can be replicated to design, execute and evaluate HR strategies in organisations. Using qualitative and quantitative data, the case study is drawn from one global development organization with a presence in Africa.

 

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human resources strategy, organisation change management, organisational diagnosis

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References


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DOI: http://dx.doi.org/10.46827/ejhrms.v10i1.2140

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