HRM Guide publishes articles and news releases about HR surveys, employment law, human resource research, HR books and careers that bridge the gap between theory and practice.
Human Resource Management in a Business Context, 3rd edition by Alan Price
Human Resource Management in a Business Context provides an international focus on the theory and practice
of people management. A thorough and comprehensive overview of all the key aspects of HRM, including articles from HRM Guide and other sources,
key concepts, review questions and case studies for discussion and analysis.
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Strategic
Alliances and Behavioural Transformation
Strategic alliances
Behavioural
transformation. ...the most difficult form of change involves modifying employees' attitudes, behaviour and commitment.(...)
There are instances of successful behavioural transformation in existing businesses, using a culture-change approach. Typically this involves a cascading
process in which groups of interested employees (beginning with the 'top team') are asked to consider data from structured interviews and questionnaires in relation to the company's core values. Staff can then
be encouraged to suggest improvements and innovations and to take responsibility for seeing them through.
"Leaders who make an effort to engage and connect with their
employees during difficult times will have the confidence and support of their work force to
not only weather the current conditions but to succeed despite them", says Chris Rice, CEO of
BlessingWhite, the consulting and training company. See:
Negative change. Implicitly, anyone opposing change is viewed as negative. Often, however, change is a destructive
process and the end-product is inferior to the original. This may be disguised by redefining quality requirements
so that the lowering of standards becomes invisible or obscured. (...) A redefinition of quality coincides inevitably with a change in the nature
and flow of information, making a true 'before and after' comparison impossible. The proponents of change are unlikely to present their
initiatives as failures; anatagonists, on the other hand, will never be happy with modifications in methods they have cherished. In the absence of
objective evidence, debate is reduced to political confrontation, with opponents of organizational change labelling new approaches as 'change for
change's sake'. (...)
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