Implementation of Change in the Workplace - Assignment Example

Implementation of Change in the Workplace Task 1 – Identification of research topic, value of the topic, difficulties of the research, ethical issues Current research focuses on the examination of the various aspects of change in the workplace. The specific topic is considered to be of significant importance referring to one of the most common problems of modern organizations: the phenomenon of implementing changes in the workplace is quite common in the modern market; however in most cases there is no appropriate preparation for this change (measures taken for the protection of employees but also for the organization). It should be noticed that this research will be expanded in all the aspects of changes in the workplace (i.e. from both the sides, of the employer-leader and the employees) identifying the consequences of attempted changes for each one of them both in the short and the long term. In this context, a common problem of modern organization (referring to the unexpected changes implemented in workplaces around the world) will be analyzed as of its main elements while potential solutions will be suggested towards the development of cooperation and communication within the workplace aiming at the limitation of the negative consequences of changes in the workplace. In accordance with the above, employers and employees in modern organizations are considered as being the ones mostly benefited from this research (because of the reasons explained above). It is the importance of this study for both employers and – mostly – employees in modern organizations that has led me to the decision to undertake this research identifying all the key elements (as possible) of the issue under examination and proposing appropriate solutions for the limitation of the negative consequences of changes implemented in the workplace of modern organizations. On the other hand, it should be noticed that current research is expected to face a series of difficulties: the retrieval of information regarding the current conditions in workplace is expected to be difficult; it will not be easy to identify the ‘key’/ actual problems developed in the workplace because of attempted changes; both parties (employers and employees) have interest in order to avoid the reference to the ‘actual’ conditions in the workplace especially if changes have implemented and have led to the negative consequences for one of these parties (or for both of them). In this context, if a primary research is used in this study it should be carefully planned taking into consideration all the above parameters. Current research focuses on the examination of the various aspects of changes within the workplace both for employers and employees. Apart from this issue, a series of additional issues is expected to be examined in this study – in accordance with their relevance with the study’s main subject: a) which are current conditions in modern workplace (referring to the relationship between employers and employees); b) are employees in modern organizations protected against potential violation of their rights, c) are employers in organizations ready to face the challenges set by the modern market – aspects and role of leadership, d) which are the most common problems related with the implementation of changes in the workplace? e) which is the response of employees to attempted changes? All the above issues are going to be examined in this study taking into consideration that the research made should be appropriate designed and reviewed in accordance with the ethics and the principles set by the law and the organizational mission statement. More specifically, it is necessary that current research will be developed within specific borders taking into consideration the needs and the privacy of employees but also the interests of employers; no reference to real firms will be made – the reason is obvious: the implications for the firm’s performance in case that inappropriate policies are identified to have been used for the implementation of changes in a specific firm could be severe. Task 2 – Literature Review Within the modern market, the implementation of change in the workplace has been considered as the most appropriate method for the improvement of the firms’ performance towards their competitors. Regarding this issue, it is noticed by Greve (1998, 59) that ‘organizational change has been considered “as an outcome jointly determined by motivation to change, opportunity to change, and capability to change. The importance of change for modern organizations has been also highlighted by Rowden (1999, 22) who supports that ‘the new business context is prompting managements to take a greater interest in the utilization of their organizations’ human resources’. However, despite the fact that change is quite necessary for the development of business activities, its implementation should be appropriately planned and monitored trying to avoid potential negative consequences on the firm’s employees. In this context, the responsibility of the firm’s managers is significant having to balance the interests of all parties within the organization and choose the most appropriate strategies for implementing changes. The above assumption is in accordance with the views of Anson (2000, 21) who noticed that ‘managing organizational change remains one of the most important challenges facing HR professionals today’. However, even if carefully prepared, changes are not welcomed – at least in most organizations – by the firms’ employees. Towards this direction, the study of Katzenbach (1996, 149) revealed that ‘change efforts are often conceived as waves of initiatives that sweep through an organization from the top down, or the bottom up, or both, and flow across functions’. It is perhaps for this reason that ‘75 percent of all change initiatives fail’ as it is stated by Bunker et al. (2005, 12), see also the relevant statistics published by the Congress House, London (website). However, it seems that this failure can be explained referring to specific issues. More specifically, it could be stated that ‘much of that failure stems from not understanding how to manage the structural side of change and the human dynamic of transition; as a result, instead of a loyal, productive, and enthusiastic workforce, we face employees who are insecure, fearful, and skeptical, and we undermine our progress toward new goals’ (Bunker et al., 2005, 12). In other words, failure observed in the attempts of managers to implement changes in the workplace can be based on many different events/ reasons. The role of employees in this failure seems in any case to be critical (Kliem et al., 1999). However, it could be supported that if attempted changes are appropriately designed and gradually implemented then the reaction of employees would be rather limited – or at least no particular consequences will be developed regarding the performance of a particular organization. Indeed, it is noticed by Rosenberg (1993, 21) that ‘change is a constant in modern working life; no matter how managers and employees struggle to control their lives, change is forced on them, reinforcing the feeling of being a pawn in someone else's game; since change is inevitable, managers must work to give their staff a sense of control over changing situations’. Under these terms, changes in the workplace cannot be avoided; for this reason it is necessary that firms’ managers adopt the appropriate schemes for the implementation of the required changes in the workplace taking into account not only the interests of the organization but also of the employees. Recent changes attempted in all firms in Britain regarding the conditions of work (see Guardian, 2008, relevant report) prove the necessity of the particular procedure for all firms in order to keep their competitiveness within the modern market. Task 3 – Description of research methods Current study will be based on two different research methods: the secondary research and the primary research. The first refer to the use of academic journal, books and other sources available for information on the particular issue. The information but also the data (referring to potential statistics) retrieved through this method will be appropriately analyzed in accordance with the needs of this study while comparisons will be made – where possible – in order to help towards the identification of the various aspects of the main subject of the research. Apart from the literature review, current research will be also based on an appropriately customized survey. The above survey will be conducted using a questionnaire with approximately 15 questions. The questionnaire will be distributed to the employees of a large firm (through e-mail) randomly (i.e. no specification of the participants employed in the study will be made in advance). The only criterion will be the position of the firm in the market – i.e. the particular firm should be among the leading one in its industry. On the other hand, it has to be made clear that the particular firm has to be based in UK. It should be noticed that the questionnaire will be also distributed to the firm’s managers using the same method, i.e. the questionnaire; the results from both sides will be then analyzed and evaluated taking into consideration the position of each participant in the firm and his/ her potential interests from the specific study. As noticed above, the identification of the actual problems resulted from the implementation of change in the workplace is rather difficult; the existence of many different/ contradicted interests is considered to be one of the reasons for this difficulty. In this context, the primary research used in this study should be appropriately planned in order to have the required results, i.e. to help towards the identification of the various aspects of the study’s main subject. More specifically, the questionnaire employed in the research should be carefully designed (as of the questions included and the involvement of the participants – distribution of the questionnaire and gathering of results). Under these terms the research plan regarding its study is considered as the most appropriate taking into account the requirements of the specific issue: the use of literature is necessary in order to be informed on the various aspects of the issue under examination; the potential involvement of other types of research (primary one) can be explained because of the need for detailed examination and analysis of the study’s main subject. The use only of literature would be with no particular value for the study as there could be no indication of the practical implications of change in the workplace. In accordance with the above, the method chosen for the development of the study (combination of literature and empirical research) is considered as the most appropriate regarding the requirements of the study but also the need for the production of valid and credible assumptions. Task 4 – Questionnaire As noticed above current study will be based on the results of empirical research achieved through the use of a questionnaire. This questionnaire includes 15 questions (see also Appendix section) and will be distributed to the employees of a particular organization (chosen among the firms operating within the market – the chosen organization will be one of the leading firms within its industry) through the e-mail. The questionnaire will be also returned through e-mail. No reference to the personal details of employees will be made – only reference to their position in the firm is considered as necessary – even this reference will be general (in order to avoid assumptions on the identity of the employees (including managers) participated in the study). During the preparation of the research proposal a pilot study has been conducted in order to identify the potential value of the specific subject and to retrieve the views of employees (as possible) even at a primary level. For this reason, a sample of the questionnaire (part of the empirical research of this study) has been distributed to 5 employees of a UK firm. This questionnaire includes 8 questions which have been chosen because of their close relevance with the subject but also because they can lead to the development of valid assumptions (even at a primary level) for the views of employees on the changes implemented in workplaces in Britain. The views of the employees on current practices followed by employers in Britain when implementing changes in the workplace could be developed as follows (using the questions included in the questionnaire, see Appendix section): most of the employees (3 out of 5) consider that the conditions in workplace in Britain are friendly for employees but a series of changes would be also required (4 out of 5). Most of them consider that changes should be implemented gradually (4 out of 5). They also admit that in their workplace changes have been implemented (5 out of 5) and they were linked with the hours of work (4 out of 5) and the roles distributed to employees (1 out of 5). Generally, it has been proved that the reactions of employees to attempted changes are negative (4 out of 5); employees participated in the survey considered the negative reaction as the most expected one when a change is attempted in the workplace (4 out of 5). No additional comments have been made regarding the potential necessity of change in the workplace and the most appropriate strategy that should be adopted by employers; no specific methods of implementing changes in the workplace have been suggested. References A. Jounrnals Anson, B. (2000) Taking Charge of Change in a Volatile Healthcare Marketplace. Human Resource Planning, 23(4): 21-24 Bunker, K., Wakefield, M. (2005). Changing Workforce: Leading Effectively When Change Is the Norm Canadian Government Managers Discover How to Weather Draconian Layoffs and Budget Cuts by Turning Inward to Become More Authentic. The Public Manager, 34(4): 9-17 Greve, H. (1998). Performance, Aspirations and Risky Organizational Change. Administrative Science Quarterly, 43(1): 58-63 Rosenberg, D. (1993). Eliminating Resistance to Change. Security Management, 37(1): 20-22 Rowden, R.W. (1999) ‘Potential Roles of the Human Resource Management Professional in the Strategic Planning Process’, SAM Advanced Management Journal, 64(3): 22-29 B. Book Kliem, R. Ludin, I. (1999) Managing change in the workplace. London: HNB Publishing C. Website Congress House, Britain, available at http://www.tuc.org.uk/em_research/tuc-2397-f0.cfm D. Newspaper Guardian (2008) online, available at http://www.guardian.co.uk/money/2008/mar/14/workandcareers.worklifebalance Appendix Questionnaire 1. The conditions within workplace in Britain could be characterized as friendly for the employees? 2. Which do you consider to be the most difficult situation (problem) that an employee in Britain has to cope with? 3. Are employers in UK likely to use changes in workplace when the performance of the firm is being decreased? 4. Which are the most common reactions of employees in changes attempted in the workplace? 5. Which is your personal view on the specific issue? Are changes necessary in order to improve organizational performance? 6. Which policy should be most appropriate for employers when having to implement changes in the workplace? 7. In your organization, when was the last time that changes were implemented in the workplace? 8. Which was the reaction of employees in the attempted change? Read More