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Facing changes by employees in organisation is not an easy task so management of organisations ought to be careful when dealing with such trivial issue.
Change must be handled with care if the organisation values its employees and if it does not want to run at a loss because many people don't take kindly to change.
Change Management (CM) refers to any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization.
The Changing process is very important for every organization because, without change, that businesses would likely lose their competitive edge and fail to meet the needs of what most hope to be a growing base for loyal customers. This section looks at how changes in attitudes, legislation and technology affect HR management. The managing change is set up new ideas, strategies, skills, talents that apply effectively to get the organizations goals. And also changes in attitudes, as a result of social, political, legal, cultural, economic, technological, demographic and like change.
Management should be well aware of identifying and managing changes within the workplace.
List three forms of changes
Human Resources Management is always fluid and it is changing because of attitude, membership, skill, knowledge and technology.
Any business in today's fast-moving environment that is looking for the pace of change to slow is likely to be sorely disappointed. In fact, businesses should embrace change. Change is important for any organization because, without change, businesses would likely lose their competitive edge and fail to meet the needs of what most hope to be a growing base of loyal customers.
These changes include: • changes in attitudes related to union membership and representation • industrial democracy • enterprise bargaining • use of outsourcing as a means of employment • re-engineering of work practices • altering organisational size in terms of employee numbers
This section looks at how changes in attitudes, legislation and technology affect Human Resources Management.
Human Resources Management is never static. It is always fluid and affected by changes from within and also outside of the organisation. Let's begin by outlining the ways in which changes in the attitudes of workplace stakeholders can affect Human Resource Management.
There are many organisational stakeholders, and a change in attitude may occur from any one or a number of these stakeholders.
Stakeholders being any individual or organisation that has a 'vested interest' in the successful operation of the organisation and that stands to lose something if the organisation is not successful.
The management of large-scale organisations must react to these changes in attitude and implement organisational change to reflect these attitudinal changes that impact on the performance of the organisation.
These changes in attitude may occur as a result of social, political, legal, cultural, economic, technological, demographic and like changes.
In addition, changes may occur in how organisations are managed and the type of employees employed within these organisation e.g. their gender, their skill level and their experience.
There are many changes in attitude that are reflected in the way that workplaces operate today.
These changes include:
• changes in attitudes related to union membership and representation
• industrial democracy
• enterprise bargaining
• use of outsourcing as a means of employment
• re-engineering of work practices
• altering organisational size in terms of employee numbers
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