Identifying critical HR practices impacting employee perception and commitment during organizational change

Abstract

Purpose – Prior research in the area of organizational change highlights the critical role played by HR practices during organizational change as it may require altering employee behavior to support the change direction. human resource (HR) function is considered to be well positioned to influence employee behavior by institutionalizing HR practices that support change. Further there is a significant body of literature that suggests that employee behavior is significantly influenced by the perceptions of HR practices during change. HR practices which create positive employee perceptions increase employee commitment to change. The purpose of this paper is to provide a conceptual framework that identifies critical HR practices that support organizational change and examines their impact on employee perception and commitment to change. Design/methodology/approach – First, an extensive literature review on organizational change at macro level has been done to identify critical practices desired from key organizational members during organizational change. Second, a case for importance of HR function as a key organizational member during change is presented. Further literature on effectiveness of HR practices adopted by HR professionals during organizational change is examined to find out the gap areas. Third, literature on employee perception and commitment to change is examined to find out possible linkages to HR practices during organizational change. Finally, eight propositions are presented to build an integrated conceptual framework identifying critical HR practices during organizational change and their impact on employee perception and commitment to change. Findings – The study suggests that HR practices undertaken in the area of culture, leadership, cross functional integration, training, communication and technology if introduced and implemented will positively influence employee perception reducing resistance and increasing commitment to change. Therefore assessing employee perception about critical HR practices at different stages of change initiation, implementation and consolidation can enable understanding about employee commitment to change. This would also help HR professionals understand how effective the HR practices implemented during change have been. Originality/value – This framework can be used by the researchers and practitioners to study, guide, frame and model empirical research into the area of studying critical HR practices during organizational change. So far literature provides a generic view of desired organizational practices during change. Moreover there are few studies available on employee perception about HR practices implemented during organizational change and its impact on employee commitment to change. The framework presented in this paper would help explore the effectiveness of specific HR practices implemented during change by evaluating its impact on employee perception and commitment to change.

Organisational culture and TQM implementation: investigating the mediating influences of multidimensional employee readiness for change

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Successful Human Resources Management Factors in International Mergers and Acquisitions

“…This may be compounded by financial problems and the need to undergo an outplacement process, whereby in 40% of the cases of outplacement the reduction in salary amounts to 30%, while the reduction in 20% of cases is 50% (Lin et al 2006). This means that the establishment of fair criteria and their clear explanation to HR is essential for avoiding litigation over unfair dismissals, a poor public image, and/or the justified mistrust of those who continue to be employed by the company (Maheshwari and Vohra 2015).…”

Standard HRM Practices: A Review & Theoratical Framework

“…Training and development are very essential from both individual and organizational perspective (Aladwan et al ,2015;(Albrecht et al, 2015); (Ceylan, 2013); (Delery & Doty, 1996); (Deshpande & Golhar, 1997); (Donate et al 2015); (Fey et al, 2000); Kinnie et al 2005; (Lewis, 2003); (Maheshwari & Vohra, 2015); (MacDuffie, 1995); (Maresaux et al, 2012); (Ngo et al, 1998); (Petrescu & Simmons, 2008); (Veth, Korzilius, Van der Heijden, Emans, & De Lange, 2017).Although organizations are using training and development as an intend to satisfy the gap between predetermined standard and real performance of employees for quite a while, however now a days training and development activities seek to accentuate flexibility, adaptability, and consistent improvement to ensure that organizations can survive and compete in a perpetually competitive environment (Nickson, 2007). Performance Appraisal: Performance Appraisal is especially critical HR practice for organizations to achieve desired outcomes including success of its performance management system.…”

“…One of these initiatives is employee communication. (Deshpande & Golhar, 1997); Kinnie et al ,2005;(Lewis, 2003); (Maheshwari & Vohra, 2015). Communication has been seen to be a key element in organizational strategies to promote employee involvement, which is indeed designed to lead to commitment and quality (Thornhill et al, 1996).…”