Human Resource Management VS Organisational Change

1.0 IntroductionThis literature review aims to aid our understanding of the correlation mingled with human resource management (HRM) and organisational variety show (OC). We look into quartet key areas such as: integrating HRM and OC; theories of strategic HRM; HRM?s supportive vs. strategic role ? should HR professionals maintain its conventional supportive role or adopt strategic roles; and lastly, how HR professionals manage resistance to change.

We identified that HRM?s focus is on managing people within the employer-employee relationship. It involves the productive use of people in achieving the organisation?s strategic business objectives and satisfying employee involve. HRM needs to be more then just a pose of activities; it is a major contributor to the success of an effort because it is in a key position to cloak customers, business results and shareowner value (Stone, 2005). An organisation?s external effectiveness, productivity and profitability are built on the foundation of effective HR, consequently the need for higher levels of sensitisation to the ?human side of the enterprise? (Chandra and Kabra, 2000).

Organisations are consistently changing and organisational changes are large-scale transitions that affect interactions, reporting relationships and responsibilities (Gilley and Maycunich, 2000). Regardless of industry, size of business, or stage of development, companies maintain to cope with the dynamics of flux and instability, and business success depends on the ability of an organisation to be flexible and resilient (Schomer, 2002).



several(prenominal) factors drive organisational change; including costs, market competition and share, financial disasters, declining tax income and profits and technology (Gilley and Maycunich, 2000). Businesses have to deal with multiple changes at the same time (Schomer, 2002).

A changing business environs has led to a strategic shift in the HR function. Strategic HRM focuses on the linking of all HR activities with the organisation?s strategic objectives (Stone, 2005). In Jacobs, Johnson and McKeown?s (2007)...

In my opinion this paper has to be more convincing to prove the point that organizational change and HRM are apparently different but moreover are folowed by one after the other

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