Managing strategic change

Abstract

This chapter has three objectives. First, we will examine potential roles for the human resource management function in relation to strategic organizational change. Second, key aspects of the nature and processes of organizational change are outlined. Third, following that analysis, the implications for practice are considered. With compelling evidence for the impact of human resource policy on organizational performance, the function is positioned to contribute in significant ways to corporate strategy. However, this chapter argues that, curiously, the function is often under-represented in the change process, and ‘punches below its weight’ in this regard. Consequently, in order to be more effective players in the strategic change game, human resource practitioners need to be able to compete more effectively with change agents in other management functions. This in turn means that human resource professionals must be able and willing to use more sophisticated political skills.