WK8 ASSIGNMENT FINAL PROJECT

Implementing Organizational Change Using Performance Technology and Evaluation Techniques

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Implementing Organizational Change Using Performance Technology and Evaluation Techniques

Introduction

Organizational change aims to improve business processes, culture, and technologies to suit industry trends or position the organization according to its goals and objectives. A systematic approach is necessary for successful implementation of organizational change to avoid uncertainties that arise due to the shocks precipitated by the change process. While change is mostly inevitable, inherent human rigidity to change demands an understanding of the right techniques and procedures to overcome the hindrances to organizational change and improvement (Sarkar & Osiyevskyy, 2018). In essence, change aims to improve performance on such aspects such as profitability, adaptability to technology and market positioning. Aspects of measuring performance compare the set or preferred standards against the actual performance of the business. The goals and objectives of the business are the guiding frameworks for implementing change either in the short-term or long-term. Hence, this paper explores the processes of implementing successful organizational change through performance technology and the evaluation of the impact of the change process on human resources.

Problem Statement

Business stagnation and failure are a result of the inability of the management to synthesize performance indicators and develop appropriate change strategies that trigger positive growth. Additionally, organization failure may result from an inability to implement change strategies that reflect business adaptation to technology successfully. Human rigidity to change as an obstacle to this successful implementation to change is the main focus when strategizing on the change process. Efficient change strategies do not necessarily result in positive organizational performance unless the right techniques and processes are in place. Therefore, performance technology aims to utilize key performance indicators to align change management strategies to organizational functions. Since human resources form the central part of the business change process, their perceptions and attitudes towards change are critical in avoiding failure.

Organizational Performance

Performance measurement assesses the actual achievement of the business against the set goals and objectives. The dynamic business world demands that organizational leaders stay alert to changes within the industry and come up with strategies to retain and improve their market share. Thus, performance measurement provides a more detailed and specific indicator of the business performance direction hence helping the leaders to adjust their strategies accordingly. Micheli & Mari (2014) in their assessment of performance measurement benefits posited that the process provides organizational leaders with a basis to review strategy, communicate to stakeholders and improve on their brand and motivate employees. Key performance indicators of financial performance, organizational learning and customer focus inform decisions in organizational change. Therefore, change management strategy critical in the successful implementation of change.

Change Management Strategy

Change management is a systematic approach of ensuring organizational systems; processes and functions adapt to change strategy such that the lasting benefits of the implementation are achievable. Focus on human resources at the individual level and within teams facilitates the successful transition from one level to the next during the change process. The theoretical aspects of change management focus on the organizational strategies, systems and the manner of the business structure to explain the approach to change management (Kuipers et al. 2018). Therefore, financial performance, organizational learning, and human resources emerge as the critical aspects of the assessment of change within the organization.

The Role of Human Resources in Change Management

Employees are an indispensable asset of the organization due to their significant contribution to the outcomes within the business. Unlike physical assets within the organizations, human resources are highly mobile, and the top management has the responsibility to keep the employees motivated for the change process to become successful. Furthermore, employee attitudes towards the change process determine the adaptability to the business towards changes in the business environment. Individuals tasked with the role of overseeing the change management process within the organization have to come up with decisions that will create positive change. In that context, Hornstein (2015) highlighted the need for organizations to integrate change management strategies into project management. Hence, the project team lay the foundation for successful change within the organization by designing the change and developing strategies for its implementation. Middle-level managers including supervisors, on the other hand, are the crucial link between the top management and the management. They must effectively communicate the change process with employees at the ground level and ensure that workers understand all the aspects of the process. In the process, the middle-level managers gather feedback from employees and report to the top management who in turn effect changes that are suitable for the setup of the organization. Front-line employees are the most critical link in the change management process since they are the executioners of the decisions. Failure to effectively bring on board employees results in organizational failure as workers fell unmotivated by the change process. In most cases, employees move to other organization leading to high employee turnover.

Learning Organizations and Improving Customer Interest through Change

A shift towards the aspect of learning organizations ensure easier adaptability of the business towards changes in the environment. Senge in his description of learning organizations insisted on the ability of employees to continually increase their capacity through expansive methods of thinking to improve results (Lozano, 2014). Her thought of organizations as systems where functions are interrelated. However, in the system individuals display personal mastery through their skills and abilities. Additionally, there are mental models within these individuals in the form of their understanding and perspectives; hence learning organizations tend to challenge these model to instill new ideas. As new ways of doing things are introduced, employees begin to share a common vision and work in teams to achieve the goals of the organization. Organizational change through Senge’s learning organization model ensures the business is flexible to change and forms a reliable basis for businesses to adjust to customer needs. Customers constantly demand better services and affordable prices for products and services. Through Senge’s model, it is possible to institute change to suit these needs while reducing costs. Hence, organizational change in the modern context is a continuous process that brings on board the critical aspect of human resources for successful implementation of change projects.

Hindrances to Organizational Performance and Change

The relationship between organizational change and performance in the modern organization lies in the ability of the organizations to execute change strategy to improve its overall performance successfully. Organizational change aims to improve performance aspects such as financial positions, investor perspectives, and customer interests with the long-term goal of longevity. In contrast, hindrances to organization performance limit growth resulting in stagnation or organizational failure. Employee attitudes and efficiency is the primary determinant of organizational performance. Under the broader context of human resources, employees have a responsibility to implement change strategies that contribute to improvement in performance effectively. However, strategic ineptness on the part of the organizational leadership or the project team leads to poor strategy formulation which is a significant obstacle in the successful implementation of change. In the same aspects, an unfortunate mix of skills and attitude on the part of front-line employees means that effective strategies will lack an efficient pattern of execution. Hence, human resources ranging from organizational leaders to workers must have an understanding of what entails strategy execution in organizational change management for the change process to succeed.

Communication forms the principal aspect in linking the organization leaders to workers; hence communication gaps result in poor delivery of information. Communication is not limited to information delivery in its raw form to employees but rather encompasses a whole range of interpersonal skills such as motivating, coaching, influencing and offering overall support (Kuipers et al. 2014). The ability to effectively deliver this information form the foundation for successful change strategy implementation and overall improvement in organizational performance. Moreover, an inability to create and work in teams renders the change process useless. Teamwork ensures coordination and proper execution of change as members work towards a shared vision. Conversely, individual effort without coordination leads to a disjointed process that derails the organizational goals and objectives. Overcoming these obstacles the4fore requires a multilevel assessment of the problematic areas and development of solutions that promise longterm success and flexibility.

Performance Technology and the Business Logic Model

Performance technology adapts a holistic approach to the assessment of hindrances to organizational performance and change thus developing strategies based on the identified and predicted obstacles. Evaluation of contributors to problems related to performance ensures that the problems are identified with greater accuracy; hence solutions are more specific (Spector, Merrill, Elen & Bishop, 2014). Through the systematic approach of performance technology in assessing these hindrances, it is possible to identify limitations in organization culture, decision-making process and employee motivation. Ass such, instituting change within the organization is only possible if these obstacles are eliminated. Furthermore, predicting hindrances to the change process through processes outlined in performance technology prepares organizational leaders to problems that might emerge in the future. The leaders, therefore, plan for these likely occurrences while making decisions and executing change within the organization.

It is unlikely that project leaders will collectively identify all the processes that require decision making while planning for change. Business logic models, therefore, provides executable visuals on the business behavior irrespective of the environment to aid the leaders in developing solutions that are reflective of these organizations process. The business logic model thus allows an exhaustive view of all [process to ensure that gaps do not emerge in the future regarding the approach to change strategy execution. Additionally, through such models, it is possible to test various decisions paths and come up with the most suitable change strategy for the business.

Steering Change through Human Resources Training

Employee training and coaching are part of the communication process in change management within the organization. Ignoring communication while planning the execution of the change process predisposes the employees to triggers to negative motivation. Employees feel isolated when they are unable to fully relate to the change process hence lose interest in their duties. Training thus plays a critical role in preparing employees both mentally and through improvement in their abilities. Evaluation of the training program based on the full-scope evaluation tool informs decision making on the rolling out of the change strategy.

Full Scope Evaluation

Full scope evaluation follows the steps of Formative evaluation, summative evaluation, Confirmative evaluation and meta-evaluation (Passmore & Velez, 2012). Formative assessment allows the project teams to identify employees that will take part in the training program and the range of benefits they will enjoy n regard to change strategy. Summative evaluation follows the completion of the evaluation process and assesses the outcomes of the program. An effective program positively impacts on employees such that they become enthusiastic to the change process. Confirmative evaluation then takes into account the data from the program to support the preparedness of the workforce. To complete the evaluation process, meta-evaluation explores the whole training process on the aspects of the input or the information provided to the employees, its output and impact on their attitudes and perspectives towards the change process (Passmore & Velez, 2012

Identification and Elimination of Barriers that Hinder Change and Attainment of Skills

Successful organizational change draws on the skills and abilities of human resources to develop the right procedures for change. Attainment of skills and knowledge allows employees to envision the positive aspects of the change process and input effort that contributes to the effectiveness of change. Lean management is among the most utilized methods of skills improvement where factors that contribute to waste of time, money and resources are eliminated (Kreimeier et al. 2014). Lean management thus allows human resources at different levels to continuously assess their contributions and make adjustments that reflect a commitment to change and improvement. Through the aspects of lean management, it is possible to pinpoint barriers within the culture and attitudes of employees and institute measures such as training and motivation to improve their skills.

Investment Perspective

Developing an investment perspective allows the organizational leaders to place the highest value on employees hence channel considerable effort into motivating and improving attitudes with a focus on organizational performance. Kotter’s eight-step model provides a reliable framework for instituting organizational change with an emphasis on human resources. The initial step of creating a=urgency involves preparation of employees for the imminent change. The steps of forming a coalition and creating a vision for change ensures all employees share a common purpose or change. The vision is then communicated and obstacles eliminated to prepare for improvement. Skills and knowledge are attained gradually; hence short-term win contribute to the overall change process. Building on these short-term wins then allows the change process to be embedded in the culture of the organization.

Conclusion

Trends in the corporate environment ensure that change is inevitable hence developing a culture of change allows the organization to adjust to shocks and other uncertainties in the business. Change management enables the business to develop strategies based on the specific needs of the organization as well as the successful execution of the change strategy. Performance technology provides a framework to the identification of hindrances to performance hence inform decisions on execution of change. By developing an investment perspective, it is possible to train employees to create and change a culture that contributes to organizational success and longevity.

References

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.

Kreimeier, D., Morlock, F., Prinz, C., Krückhans, B., Bakir, D. C., & Meier, H. (2014). Holistic learning factories–A concept to train lean management, resource efficiency as well as management and organization improvement skills. Procedia CIRP, 17, 184-188.

Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The management of change in public organizations: A literature review. Public administration, 92(1), 1-20.

Lozano, R. (2014). Creativity and organizational learning as means to foster sustainability. Sustainable development, 22(3), 205-216.

Micheli, P., & Mari, L. (2014). The theory and practice of performance measurement. Management accounting research, 25(2), 147-156.

Passmore, J., & Velez, M. (2012). SOAP-M: A training evaluation model for HR. Industrial and Commercial Training, 44(6), 315-325.

Pollack, J., & Pollack, R. (2015). Using Kotter’s eight stage process to manage an organisational change program: Presentation and practice. Systemic Practice and Action Research, 28(1), 51-66.

Sarkar, S., & Osiyevskyy, O. (2018). Organizational change and rigidity during crisis: A review of the paradox. European Management Journal, 36(1), 47-58.

Spector, J. M., Merrill, M. D., Elen, J., & Bishop, M. J. (Eds.). (2014). Handbook of research on educational communications and technology (pp. 413-424). New York, NY:

Springer