Lecturer Essay Example

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As identified by Ulrich (1997), the Human Resource (HR) of an organisation is responsible for the setting up of a strategy that is to promote the adoption of a change within an organisation. The strategy notes the top performers in an organisation as the driving force for change, while providing motivation to the lower performers. The HR should possess the ethical personality required to motivate the employees with regard to their ability to convince the doubtful workforce over a change. The non-linear structure of sharing ideas is basic in accelerating change.

Change is an inevitable part of any organisation. Need for new technology and change of roles make change a necessity. However, the workforce does hold a negative feeling regarding adoption of change. Herholdt (2012) argues that poor communication from the higher position managers to the all workers may cause resistance as information reaching the other members is distorted or inaccurate. Employees do resist a change if they feel ignored and excluded from the decision making process, if they are not given an opportunity to air their views concerning the change.

The HR is greatly involved in the execution of the change. In Benedict’s (2007) view, HR has to assess the change in line with the knowledge, capability and technical skills that the employees need. HR is charged with the responsibility of preparing the workforce psychologically for the change. After consideration of assessment and preparation, implementation of the change takes place. If the change is goal effective, the HR has to maintain the change within the organization.

However, successful implementation of a change heavily relies on the HR competencies. Ability to identify a problem or an opportunity defines an effective HR. the HR should enhance the development of trusting relationships with the workers to prove the validity of the change. The HR must clearly spell out the responsibilities of leaders, among them timely communication, definition of the change objectives and promotion of the desirable workforce attributes (Daft and Marcic, 2014).


BENEDICT, A. (2007). 2007 change management: survey report /cAmanda Benedict.

Alexandria, VA, Society for Human Resource Management.

DAFT, R. L., & MARCIC, D. (2014). Building management skills: an action-first approach.

Mason, Ohio, South-Western Cengage Learning.

HERHOLDT, J. (2012). Managing change in organisations: articles from Human capital

review. Randburg, South Africa, Knowres Pub.

ULRICH, D. (1997). Human resource champions: the next agenda for adding value and

delivering results. Boston, Harvard Business School Press.