Human Resources South Africa

Elements of Change Management of HR in South Africa

Elements of Change Management of HR in South Africa

March 24
19:48 2011

Innovation is a new idea applied to initiating or improving a product, process, or service. So all innovations involve change, but not all changes necessarily involve new ideas or lead to important improvements. An innovative organization is a configuration with a distinctive blend of design parameters. It is a highly organic structure, little formalization and specialized jobs based on expert training. It is these parameters that help improve the conditions of HR and change management in South Africa.

Change can be defined in an organization as any alteration in activities or task in a given environment. Change management could be minor in procedures and operations or transformational changes, which can be brought by rapid expansion into international markers or even a merger which is the main aim of this research. Many changes usually occur in organizations especially during the global crisis, whereby managers have no time to plan or to be innovative; they may introduce any change at work, which could leave the organization in a dilemma.

Three stages of change

Williams, Dosbson and Walters (1993) discuss the first critical step when dealing with change management to be unfreezing the existing forces by expressively showing all parties the inadequacies of the current beliefs and policies that need to be changed in order to gain a competitive advantage. The need to assess the SWOT analysis before managers can think about change implementation is of extreme importance to the organisation. This method should be able to reveal the strongest forces and the hardest forces to modify change. Such information is important to create readiness for organisational change.

The second step is to introduce the change aimed at re-establishing the equilibrium of forces at the new level that has been initiated by analyzing the strengths and weakness existing in the new level (Williams et al 1992). Once employees understand the relevance of these two steps, they will be more committed to the organizational change.

Lastly is the unfreezing stage, which recognizes that changes in quality may have been caused by one-off investment whereby resources are devoted to achieve this outcome. The only way to see that this change is well achieved is by continuously observing that the forces are changed and these forces will continue to operate in the normal circumstance even when there is no observation. For instance rewarding those behaviours that are in connection with the planned change management will be one of the ways to reinforce people to commit themselves to the new changes (Williams et al, 1993).

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