bmal 501-Management Question-assign.pdf

Directions: Literature Review: Annotated Bibliography and Outline

ASSIGNMENT Instructions

Overview

The paper is to be your original work and written solely for this course. Although

past papers can be minimally referenced, papers previously submitted or work

from previously submitted assignments cannot be used to fulfill this assignment

For this assignment you will complete an annotated bibliography and an outline.

You will use this same research and outline as the foundation for the Literature

Review: Final assignment.

A list of approved topics for this assignment are at the end of these

instructions.

An annotated bibliography is a list of sources and includes current APA-formatted

references to the scholarly/peer-reviewed journal articles (all which must have

been found through the Jerry Falwell Library) that you have compiled for a

research assignment.

Following each reference is a brief description, summary, and evaluation of the

source (see the requirements below in the Instructions section).The purpose of

an annotated bibliography is to benefit the researcher and provide the content,

relevance, and quality of the sources.

After the annotated bibliography, an outline will be included in the submission.

The outline will provide the structure and citation sources for the final submission

and will be written in full sentences with APA formatted headings.

Instructions

The submission must include a cover page, abstract, annotated bibliography,

outline, reference pages.

Annotated Bibliography

You will provide an annotated bibliography of at least 10 scholarly/peer-reviewed

journal articles that you plan to use for your Literature Review: Final. They should

each be in current APA format. Use a variety of different journals; do not use

more than 2 articles from the same journal and do not use articles that have been

embedded in the course materials.

Each reference must include a summary, analysis, and reflection and must

answer the questions listed below (expectation is that each annotation will be a

minimum of 2 – 3 paragraphs). Do not include books, book reviews, dissertations,

websites, blogs, editorials, etc.

All journal articles must be scholarly/peer-reviewed and must have been

published in the past 4 years.

You must follow current APA format for an annotated bibliography.

The following must be included in the annotation of each journal article:

A brief description and summary of the article;

Include who is the author and how are they qualified?

An evaluation of the source – is the information relevant to your research? Why

or why not?

Include How does the source fit in the topic chosen to research?

A determination of how the article will be utilized in the literature review;

Is the source helpful?

Too broad or too narrow?

How will this research fit into your research paper?, and

An overall assessment of the article according to the focus of your chosen

research.

The Liberty University Online Writing Center is available for your writing

assistance. You can find a link to the Online Writing Center on the Literature

Review: Annotated Bibliography and Outline Assignment page

under Literature Review: Annotated Bibliography and Outline Resource.

Outline

At the end of the Annotated Bibliography, beginning on a new page, you will

provide a detailed Outline of your Literature Review. See the Literature Review:

Outline Example provided for details regarding preparing an outline for a paper.

You must use full sentences and incorporate all of the references that you have

found for the Annotated Bibliography. The outline must be in current APA format

and a minimum of 2 pages of narrative.*As the outline will be a part of the

annotated bibliography, a separate cover page, abstract and reference pages

should not be included.

 Choose one of the following 23 topics to research for the Literature

Review: Annotated Bibliography and Outline Assignment.

Job satisfaction

 Unethical leaders

 Creating organizational vision

Effective teams in the workplace

 Employee morale in the workplace

 Conflict management

Strategic alignment in an organization

 Workplace culture

 Emotional Intelligence

 Contingency planning

 Resiliency in the workplace

Workforce diversity

Power in organizations

Effective organizational communication

Decision making for leadership

Ethical Leadership

Recruiting employees

Importance of integrity

Total Quality Management

Organizational change management

Rumor mill

Span of control

 Strategic management

 Note: Your assignment will be checked for originality via the Turnitin

plagiarism tool.

 Literature Review: Outline Example

 In the research done for the topic, you should have been able to

determine some common themes. Group the themes together and begin

the outline.

 Introduction

 Define and describe the topic. Why is it important to study?

 cite this information here and you’ll be able to easily track.

 (author(s), year, p. xx)

 Identify themes and trends in research and findings. Give a “big

picture” of the literature.

 (author(s), year, p. xx)

 Theme One

 Overview of characteristics of the theme (commonalities, differences,

nuances)

 Sub-theme – narrow but grouped findings related to the theme

 (citation)

 Sub-theme – narrow but grouped findings related to the theme

 (citation)

 (citation

 Etc., etc., etc. with other findings that fit Theme A; studies can be

repeated if there are multiple findings that fit under more than one

theme. Include citations in proper APA format.

 Theme B – follow a, b, c, and so on from above

 Keep repeating with themes

Conclusion and Recommendations: An evaluation/critique of the

existing literature. Write several paragraphs.

What are the contributions of the literature to understanding the research?

What are the overall strengths?

What are the overall weaknesses?

What might be missing?

Use APA level headings. See APA manual for formatting.

1. https://cdnapisec.kaltura.com/index.php/extwidget/preview/partner_id/216

7581/uiconf_id/39959791/entry_id/1_i81q189v/embed/dynamic

H R M

Organizational Management and Leadership

Key Concepts for Discussion

human resources planning process

job analysis

job description and specifications

legal issues in the hiring process

recruitment of job applicants

the job interview process

selection of employees from candidate pool

internal vs. external sourcing of applicants

performance and personality testing

new employee orientation

new employee training

performance management and evaluation of employees

employee compensation and benefits

managing workforce diversity

sexual harassment

hostile work environment

disciplining the employee

employee assistance programs

Organizational Management and Leadership

Importance of Human Resource Management

Human Resources Management (HRM) is the overarching administration of a

Human Resources (HR) department. HR is responsible for determining:

What methods should be utilized to recruit new employees

How the hiring process should be administered

What types of training and development programs to offer and on whom

the programs should focus

Oversight of the benefits available, compensation policies, employee

records and personnel policies.

In large organizations, there is a dedicated department that will handle these

issues, whereas in a small organization, it is usually it is up to one or two staff

members.

Organizational Management and Leadership

HR Planning Process

The HR planning process consists of the activities required for staffing

and sustaining an organization.

The first activity is the planning process, which consists of aligning the

human resource strategic goals with the organization’s strategic goals.

The planning process will ensure that all activities in which HR engages

meet the goals of the overall organization.

The planning process includes assessment of jobs within the

organization (job analysis, job description and job specification) and

planning for future human resource needs.

Organizational Management and Leadership

HR Planning Process

Flowchart

Organizational Management and Leadership

Planning

Recruiting

Selection

Prior to Joining the Organization

Orientation

Training & Development

After Joining the Organization

Career Development

The Hiring Process: Recruitment

Recruitment is the first step in hiring process and is the process of

building a pool of qualified job candidates. Recruitment encompasses:

Identifying the abilities needed to perform the job successfully. Most likely

a job analysis will be performed to determine the job description and job

specifications specific to a position.

Determining how the job will be advertised to ensure that the applicant

pool includes those who are candidates for the position.

Ensuring that the advertising and applicant pool meets the organization’s

equal employment opportunity commitment.

Organizational Management and Leadership

Internal vs. External Sources of Recruitment

Recruitment can take place internal or external to the organization.

Internal recruiting is done by posting an upcoming job opening on bulletin

boards, in newsletters or on electronic message boards.

Those who are interested in and qualified for the position, whether it is a

lateral or upward move, are invited to apply for the position.

If it is determined that none of the internal candidates qualify for the position,

the job may then be posted externally.

Companies have the ability to reach different target markets based upon

where the job is posted.

External recruiting also allows current employees to refer acquaintances.

Organizational Management and Leadership

Steps in a Successful Selection process

Know the exact job specification including daily interaction, interpersonal

skills and levels of commitment to the organization and experience

Understand what personal characteristics are required

Identify the best recruiting source for the vacant position

Assess qualities such as technical skills, academic requirements, business

knowledge, etc

Check applicant’s credentials and employment references

Determine applicant’s expertise

Put together information about the top three candidates and decide which one

is the best match to the organization.

Organizational Management and Leadership

Topics that should not be raised during an employment

interview

Children. Whether they currently have or plan to have children or if they have arrangements for child

care. Such questions single out a particular group and are disallowed by Title VII of the Civil Rights

Act of 1964.

Age. An interview cannot ask an applicant’s age and even asking a high school graduation date may

be shaky. Because of The Age Discrimination in Employment Act outlaws discrimination of anyone

older than 40, the only time that age is an issue is when it is a bona fide occupational qualification

(BFOQ).

Disabilities. The Americans with Disabilities Act (ADA) prohibits employers from obtaining

information regarding a physical or mental disability that may interfere with a job.

Citizenship. Although employers can ask applicants if they have a legal right to work in the U.S. it

does not mean that applicants must be U.S. citizens. Asking such questions, when not a BFOQ, is

setting the organization up for a national origin discrimination lawsuit.

Legal Issues. Employers may not ask if the applicant has ever filed a lawsuit or been arrested.

Organizational Management and Leadership

BFOQ’s

There are limited exceptions to the topics listed in the previous slide, in the form of bona

fide occupational qualifications.

For example, BFOQs include such qualifications as the required retirement age of 60

for airline pilots, only female locker room attendants are hired to work in the female

locker room, and jobs in the federal government may require U.S. citizenship.

For those jobs that do not have BFOQs, the subject of disabilities may be explored only

after a conditional job offer is made, based upon satisfactory completion of required

physical, medical or job-related skills tests.

If any physical or mental condition is discovered that may affect job performance, the

candidate can then be asked direct questions regarding the condition.

Even visible evidence of a disability does not automatically disqualify a candidate

from either an interview or employment.

The organization is required to explore reasonable accommodation to enable the

applicant to perform the job’s essential functions

Organizational Management and Leadership

Structured vs. Unstructured Interviews

Interviews can be structured or unstructured in their

formats.

Unstructured interviews are all different, in that the

interviewer will ask each applicant different questions.

In a structured interview, each applicant is asked the same

or highly similar questions and can be behavioral or

situational in focus.

Organizational Management and Leadership Copyright

2009 by Anita Satterlee 11

Characteristics of Structured Interviews

The questions must be job-related and based on a job

analysis.

Each applicant is asked the same questions (different

follow-up questions are allowed).

A standard scoring system is used to assess the applicant's

answers to the questions.

Essentials of Management

The Behavioral Interview

The behavioral interview focuses on behaviors exhibited by

the interviewee in the past.

The questions are structured, open-ended and focus on

abilities needed in the position for which the applicant is

interviewing.

Sample Questions that may be asked during a behavioral

interview:

Tell us about a time in the past year when you had to deal with a

difficult team member and describe what you did.

Give us an example of a time when you used your customer

philosophy to deal with a perplexing problem.

Organizational Management and Leadership

The Situational Interview

The situational interview focuses on hypothetical situations.

While the questions are still structured, open-ended and focus on

abilities need in the position, a situational question will ask the

interviewee how they would handle a certain situation.

Sample questions that may be asked during a situational interview:

A customer is angry because the store is out of a product that was

advertised for sale. How would you handle the situation?

You are having difficulties with a co-worker and believe that they

are telling your manager untruths about your work. What would

you do?

Organizational Management and Leadership

New Employee Orientation

Well developed orientation programs work to reduce the anxiety associated with

beginning a position with a new organization.

In addition to providing information concerning pay and benefits, orientation programs

help new employees understand the organization’s culture and values. The program

should be designed to assist a newly hired employee in adjusting to the work

environment.

The new employee should already be familiar with the organization; it is a good practice

to allow the employee to read employee manuals and policies before orientation.

During the orientation, the new employee should become acquainted with the

organizational chart and learn how the organization functions.

Personal introductions and a tour of the department or working area are important

during the orientation to build confidence in the new employee.

Organizational Management and Leadership Copyright

2009 by Anita Satterlee 15

Employee Training

Employee training is considered as an important function of effective human resources management.

Training is a process, which is intended to equip employees with specific skills and to increase the

quality of performance in their current jobs. Training is an essential process in improving

productivity and in providing the best services to the customers.

Two types of training commonly utilized by organizations are on-the-job training (OJT) and off-the-

job training.

On the job training is conducted at the employee's worksite and normally monitored by a supervisor

or senior employee. It is especially effective in increasing skills unique to a job and may include

activities that will develop the skills of employees.

Off-the-job training includes classroom training with live instructors, videos or workbooks.

Advantages of off-site training are that it provides a “distraction free” environment that promotes

creativity and learning.

The disadvantage of off-the-job training is that is it keeps the employee away from their job and

may involve travel expenses.

Organizational Management and Leadership

Performance Management

Performance management is the process of identifying, measuring and managing human

performance in organization.

Performance appraisal and feedback is important in Human Resources Management

because it provides managers with important information to make decisions about pay

raises, bonuses, promotions, etc.

Performance appraisals also help managers to determine which workers are candidates

for training. The information provided during a performance appraisal helps an

employee understand how they are doing in relation to objective standards of

performance and helps the supervisor determine what training or development the

employee may need.

Employees that are working at levels below acceptable standards are counseled by their

supervisor regarding their work performance.

Performance feedback can lead to high levels of employee motivation because it provides

employees with detailed information about their strengths and weaknesses, and ways to

improve their performance in the future.

Organizational Management and Leadership

Guidelines for Effective Performance Feedback

The assessment should be written, using specific language.

The assessment of job performance should be stated clearly and succinctly and

supported with facts and examples. Be sure to focus on behaviors, not on

judgments.

Performance gaps should be addressed. The difference between the expected

level of performance and the actual level of performance Be sure to include

what is the issue, what has occurred and what is expected.

Feedback given during a performance appraisal, whether positive or negative

should never be a surprise to the employee receiving it.

The official feedback should only be confirmation of what the employee has

already received, through oral or written methods, from his or her supervisor.

Organizational Management and Leadership

Compensation

Employee compensation has three elements: base compensation, pay

incentives and benefits.

These three items constitute a remuneration package which the employee

obtains for his/her labor.

Pay and benefits are the most significant cost in most organizations. In

gaining or losing a competitive edge, the effectiveness with which

compensation is allocated greatly impacts the organizations and its employees.

Compensation affects an individual economically, sociologically and

psychologically.

Mishandling compensation issues could have a strong negative impact on

employees and, ultimately, on the organization’s performance.

Organizational Management and Leadership

Factors

That

Influence

Compensation

and

Benefits

Organizational

Factors

External

Factors

Employee

Factors

Management

Philosophy

Geographical

Location

Kind

Job

Performed

Kind

Business

Unionization

Employee's

Performance

Size

Company

Industry

and

Tenure

Profitability

Company

the

organization

labor

capital

intensive?

Organizational Management and Leadership

Legal Issues

Employers must ensure that the organization itself and all

employees in an organization act in accordance with

federal laws and regulations.

The chapter includes a chart of the major laws pertaining

to HRM.

Organizational Management and Leadership

Job Analysis

Job analysis is the process of pinpointing duties of a

position, and explaining the significance of how those

duties relate to a particular job.

While observations are made of a person performing a job,

the analysis is the specifications and description of the job,

not the person.

Job analysis identifies the competencies of knowledge,

skills and abilities directly related to the performance of a

specific job.

Organizational Management and Leadership

Job Description

A job description is simply a general list of responsibilities and tasks of a

specific position.

It contains information about the knowledge, training, education, and skills

necessary for a particular job - it is a summary of information collected in

job analysis phase.

Well-crafted, carefully worded job descriptions prevent unnecessary

misunderstandings by ensuring job candidates and hiring managers

understand the requirements for a job.

Job descriptions also provide a basis from which to determine whether a

disabled applicant is otherwise qualified for the job and, if so, to assist in

determining what accommodation would be required for the applicant to

be able to perform the essential functions of the position.

Organizational Management and Leadership

Job Specification

A job specification describes the minimum characteristics

and qualifications necessary to effectively perform a job,

thus an applicant must possess them to be considered for a

job.

Job specifications include critical expertise and education

required.

Job specifications should be specified as exact as possible to

benefit managers during the thus avoiding hiring over- or

under-qualified candidates

Organizational Management and Leadership Copyright

2009 by Anita Satterlee 24

TRY

Best

Practices

Mary

Dunlap,

CFP’,

and

Debra

Girvin,

SPHR

you

employ

anyone

other

than

your-

self,

there

are

myriad

personnel

issues

you

need

aware

of,

including

how

handle

workplace

harassment

and

implications

the

Family

and

Medical

Leave

Act.

follow-up

the

Novem-

ber/December

2009

Practice

Management

Solutions

article,

“Human

Capital

Best

Practices,”

here

are

six

topics

keep

your

radar

screen.

Remember:

good

employees can be

the

key

your

suc-

cess,

and

fumbling

the

employer-employee

relationship

can

create

unnecessary

stress

and

ill

will

for

you

and

your

employees.

Maintain

Complete

I-9

Forms

The

purpose

of a

Form

I-9

document

that

new

employee

authorized

work

the

United

States,

whether

the

employee

a U.S. citizen

not.

The

new

employee

must

furnish

origi-

nal

documents

that

establish

his

her

identity

and

citizenship

within

three

busi-

ness

days

the

employment

start

date.

The

employee

must

choose

the

docu-

ments

she

furnishes.

Any

guidance

you

give

can

interpreted

discrimina-

tion.

Acceptable

documents

include

U.S.

passports

or passport

cards.

For

com-

plete

list

acceptable

documents,

see

www.uscis.gov/|-9.

any

right-to-work

document

supplied

has

expiration

date

any

employee

hired

again

the

future,

you

must

re-

verify

the information.

self-employed

person

who

employee

business,

say

partnership

corporation,

will

also

have

complete

Form

1-9.

employer,

you

fail

properly

complete,

retain

make

these

forms

Practice

Management

Solutions

_Januaay

Fesauaay

2010

available

for

inspection

required by

law,

you

could

pay

$1,100

for

each

violation.

you

commit

discrimination

through

specifically

requesting

denying

use

certain

documents,

employee

perceives

discrimination,

you

could

face

fine

$3,200

for

first

offense

and

$6,500

for

second

offense.

Down-

load

PDF

version

the

form

from

the

U.S.

Citizenship

and

Immigration

Serv-

ices

Web

site

www.uscis.gov/

-9.

Post

Required

Notices

may

seem

minor

detail,

but

ensuring

you

have

the

appropriate

posters

and

notices

required

state

and

federal

law

visible

your

workplace

can

prevent

penalties

and

audits.

The

Department

Labor

mandates

several

workplace

poster

requirements

for

small

businesses,

including

equal

employ-

ment

opportunity

notices

and

minimum

wage

information.

However,

not

all

smal]

businesses

are

required

post

all

notices.

The

Department

Labor

offers

informa-

tion

on which

posters

are

required

which

businesses

www.dol.gov/osbp/

sbrefa/poster/matrix.htm,

where

you

can

also

access

and

free

copies

any

required

posters.

you

need

help

deter-

mining

which

posters

may

required

for

your

business,

www.dol.gov/elaws/

posters.htm

for

guidance.

Also,

sure

visit

your

state’s

labor

department

Web

site

for

information

state-required

posters

and

notices.

Some

companies

provide

all

the

required

postings—state

and

federal—for

fee,

including

Neil

(www.gneil.com),

which

will

send

you

notification

any

changes.

Many

required

posters

can

also

purchased

office

supply

retailers

such

OfficeMax

and

Staples.

Check Your

Workers’

Compensation

Insurance

Workers’

compensation

insurance

policies

cover

employees

when

there

injury

the employer's

workplace.

Working

company

business

off

site—especially

working

from

home

working

the

road—that

results

injury

illness

should

also

accounted

for

workers’

compensation

policy.

You

may

need

check with

your

insurer

your

state's

insurance

department

for

details

how

account

for

work-related

injuries

and

ill-

nesses

that

happen

outside

the

workplace.

Employers

can

obtain

insurance

from

private

carriers,

and

some

jurisdictions

require

employers

participate

state

funds.

Find

out

what

required

your

state

contacting

your

state

insurance

department.

Premiums

for

workers’

comp

policies

can be

controlled

giving

accurate

descriptions

the

injuries,

determining

the

affected

employee

could

come

back

work

different position,

communi-

cating

with

the

workers’

comp

adjuster

the

progress

the

employee

and

using

professional

counsel

when

determining

your

options.

Accurately

Classify

Independent

Contractors

and

Employees

effort

potentially

save

money,

business

owners

may

taking

closer

look

hiring

independent

contractor

hiring

employee.

Both

situations

have

pros

and

cons,

and

the

article,

“Inde-

pendent

Contractor

Employee?”

from

the July/August

2009

issue

Practice

www.FPAPracticeManagement.org

Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

HR Best Practices

Dunlap, Mary, CFP;Girvin, Debra M, SPHR

Journal of Financial Planning; Jan/Feb 2010; ProQuest Central

pg. 14

TaD

Management

Solutions

delves

into

this

issue

detail.

Understanding

how

the

Internal

Rev-

enue

Service

and

state

regulators

classify

independent

contractors

and

employees

will

help

you

determine

who

hire

you

don’t

waste

thousands

dollars,

end up

dissatisfied,

deliver

poor

results

clients

risk

government

penalties

from

audits.

Incorrectly

classifying

worker

can

lead

variety

penalties,

ranging

from

percent

than

percent

worker

compensation

for

the

effective

time

period.

You

could

also

incur

penal-

ties

for

not

collecting Social

Security

pay-

ments.

The

IRS

also

looks

see

you

intentionally

misclassified

workers

avoid

certain

levels

compensation

from

being

considered

retirement plan con-

tributions.

result,

your

retirement

plan

could

lose

its

tax-qualified

status.

Know

the

Implications

the

Family

and

Medical

Leave

Act

The

first

thing

know

about

the

Family

and

Medical

Leave

Act

(FMLA)

that

only

applies

employers

with

employees.

this

excludes

you,

keep

reading,

because

the

act

could

still

have

implications

for

your

business.

For

example,

you

may

want

use

the

act as

guideline

for

putting together

your

own

leave

policy

help

balance

your

business's

and

your

employees’

personal

obligations.

Having

clear

policy

for

maternity,

paternity

and

family

medical

leave

can

boost

employee

morale.

And,

understanding

FMLA,

you

can

offer

competitive

alternative

what

other

busi-

nesses

with

50-plus

employees

offer.

The

act

designed

assure

employees

that

they

will

not

lose their

jobs

they

needed

take

time

off for

family

per-

sonal

needs.

Here

are

the

basics:

Employees

areeligible

for

leave

they

have

worked

for

employer

mini-

mum

one

year—at

least

1,250

hours

during

the

months

the

start

leave.

The

employer

provides

weeks

www.FPAPracticeManagement.org

unpaid

leave

with

the

condition

that

the

employee's

position

or the

equiva-

lent

available

upon

return.

employer,

you

can

proactive

and

avoid

misunderstandings

during

emo-

tional

times

putting

into

place a

com-

prehensive

FMLA

other

leave

policy.

This

policy

should

cover:

Statement

that

any

leave

for

FMLA

purposes

(paid

unpaid)

count

toward

the

allowed

weeks

Clear

definition

conditions

that

war-

rant

use

FMLA

time

that

there

misunderstanding

that

time

was

taken

for

FMLA

purposes

The

employee

provides

sufficient

infor-

mation

that

the

employer

knows

the

leave

under

FMLA

©"lt

may

seem

minor

detail,

but

ensuring

you

have

the

appropriate

posters

and

notices

required

state

and

federal

law

visible

your

workplace

can

prevent

penalties

and

audits.’’

Encourage employees

work

with

you

verifying

eligibility

for

FMLA

leave

advance

use

Encourage

employees

question

deci-

sions

information

about

the

leave

that

appeals

employees

can

occur

internally

and

resolved

without

out-

side

intervention

The

employer

should

communicate

policies

items

left

employer

dis-

cretion

that

all

employees

know

what

expect

Provide

Training

Workplace

Harassment

and

Safety

today’s

culturally

diverse

workplace,

there

are

possibilities

for

unintentionally

offending

others

through

language,

jokes

and

touches.

Employers

need

have

process

for

employees

communicate

what

happen-

ing,

for

employers

investigate

appropri-

ately

and

discipline

according

severity

with

steps

prevent

future

happenings.

Provide

training

all

team

members

harassment

prevention,

reporting

and

investigation.

Some

things

keep

mind:

The

victim

harassment

does

not

neces-

sarily

need

the

opposite

sex

Someone

can

victim

harassment

without

being

directly

harassed

Victims

not

have

directly

complain

the

harasser

report

harassment

the

employer

for

employer

liable

Someone

does

not

have

suffer

con-

crete

economic

loss

harassed

For

information

specific

small

busi-

nesses

visit

the

U.S.

Equal

Employment

Opportunity

Commission's

Web

site

www.eeoc.gov/policy/docs/harass

ment-facts.html.

employer,

you

also

need

address

other

workplace

safety

issues,

such

violence,

particularly

when

employees

are

terminated

and

escorted

off

the

prop-

erty.

Employers

may

liable

for

inaction

prevent

hazardous

violent

acts

con-

ducted

the

workplace.

ensure

you

have

the

appropriate

poli-

cies,

training

and

forms

place,

conduct

human

resource

audit

each

year.

Using

expert

will

help

address

these

issues

comprehensively

and

effectively,

Mary

Dunlap,

CFP®,

Mary

Dunlap

Consulting, helps

financial

planning

firms

attract,

develop

and

retain

the

best

people

for

their

teams.

Debra

Girvin,

SPHR,

has

worked

human

resources and

benefits

management

since

1985.

Both

Dunlap

and

Girvin

are

members

the

Society

for

Human

Resource

Management.

Contact

them

[email protected].

This

arti-

cle

provides

general

information,

which

not a

substi-

tute

for

legal

other

professional

advice.

January

Feazuary

2010

Practice

Management

Solutions

Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

Running Head: ORGANIZATIONAL CHANGE MANAGEMENT 1

Literature Review: Organizational Change Management

Name

Institution

Course

Professor’s Name

Date of Delivery

ORGANIZATIONAL CHANGE MANAGEMENT 2

Abstract

In business, change is inevitable; and most stakeholders appreciate this fact. Nonetheless, a

majority of them keep on hoping that they do not have to implement it in the near future. They

hope to perpetuate the present practices which they are already used to for as long as possible.

When the time comes for the transformation to be accomplished, a significant number of

stakeholders are caught off-guard. While they do proceed with its implementation, realizing the

desired results of the change becomes a challenge. Firms waste resources and time, are forced to

deal with unsurmountable challenges, and end-up missing their objectives. With proper

management of change, the stakeholders are able to prepare and to start taking the necessary

measures in time. Those which succeed outperform their rivals by over 350 per cent, and this

underscores the need to have managerial structures in place way before any change is attempted.

ORGANIZATIONAL CHANGE MANAGEMENT 3

Annotated Bibliography

Allen, S. J., Rosch, D. M., & Riggio, R. E. (2022). Advancing Leadership Education and

Development: Integrating Adult Learning Theory. Journal of Management Education,

46(2), 252-283. https://doi.org/10.1177/10525629211008645.

Allen, Rosch, & Riggio (2022) are academics affiliated with the University of Illinois and

the Claremont McKenna College. Their study addresses the issues relating to adult learning, and

the focus is on how individuals of advanced age gain knowledge about the kind of development

needed in their places of work. This is an important issue because in many cases, firms tend to

have internal stakeholders who are relatively advanced in age. In essence, these stakeholders are

not fresh graduates.

One of the factors which make the stakeholders avoid change is because of their

preference to remain with the culture and the practices which they are already used to. This is

particularly the case with those who have spent years working for the same organization or

agency. By exploring their fears and suggesting the ways and means via which their learning can

be facilitated, Allen et al. (2022) are making valuable contributions to the theory about

organizational change. Their ideas will come in handy during the completion of the proposed

study.

Barhate, B., Hirudayaraj, M., & Nair, P. K. (2022, June 01). Leadership Challenges and

Behaviors in the Information Technology Sector during COVID-19: A Comparative

Study of Leaders from India and the U.S. Human Resource Development International,

25(3), 274-297. https://doi.org/10.1080/13678868.2022.2069429.

Barhate, Hirudayaraj, & Nair (2022 are affiliated with Texas A&M University, Rochester

Institute of Technology, and MYRA School of Business (an institution in India). They take a

ORGANIZATIONAL CHANGE MANAGEMENT 4

broad-based view about leadership, particularly in times of crises. They assess the manner in

which companies embraced change once COVID-19 broke-out, and they compare the

performance of companies in India as well as the United States. They concluded that leaders who

had foresight and had made some plans about how they would implement change recorded

higher success rates than those who did not.

It is worth appreciating that when COVID-19 broke-out, firms across the world were

compelled to change their manner of conducting business. For instance, some required their

employees to start delivering their services remotely, as others were forced to shut-down

altogether. Crises of this nature may occur in the future. The proposed study is partly aimed at

proposing the ways and means which can help the stakeholders to navigate problems of that

nature. This is why the study by Barhate et al. (2022) is relevant and will avail important details

to help arrive at an informed conclusion.

Douglas, S., Merritt, D., Roberts, R. & Watkins, D. (2022). Systemic Leadership Development:

Impact on Organizational Effectiveness. International Journal of Organizational

Analysis, 30(2), 568-588. https://doi.org/10.1108/IJOA-05-2020-2184.

Douglas et al. (2022) are academics based at the Embry-Riddle Aeronautical University,

a major institution of higher learning based in Daytona Beach, Florida. Their study is about how

leadership and management influence organizational effectiveness and the attainment of the

desired outcome. They conducted interviews with executive leaders of major companies and

utilized the grounded theory approach. They did so in a bid to avoid any significant influence

that other theories may have had on their findings. They concluded that, indeed, the

incorporation of leadership programs is an important aspect of refining the human capital that a

firm has. This capital can be utilized to manage changes if need arises.

ORGANIZATIONAL CHANGE MANAGEMENT 5

The only drawback with the study by Douglas et al. (2022) is their insinuation that

change can somehow be avoided. This is not the case in real life. In fact, firms which far

outperform the competition seek out the opportunities for change rather than waiting to

transform when it is absolutely necessary. Nevertheless, they gathered a significant amount of

credible primary data that will be used in the completion of the proposed study. Their ideas are

credible, and they will assist in the refining of the conclusions and suggestions made once the

proposed study is completed.

Harden, E., Ford, L. R., Pattie, M., & Lanier, P. (2021). Understanding Organizational Change

Management: The Role of Micro and Macro Influences. Leadership & Organization

Development Journal, 42(1), 144-160. https://doi.org/10.1108/LODJ-01-2020-0031

The researchers are affiliated with Colorado State University, Saint Joseph's University,

James Madison University, and the University of Louisiana at Lafayette. They have taken an

approach that is not seen in other sources, and this is where they address both macro and micro

factors which influence change. Micro factors are those which pertains to an individual, and

hence they are well within their control. The macro issues are the contextual ones, and these are

the things which one will simply have to align with. They have little or no control over them.

The effectiveness of a change effort will be influenced by both categories, and hence the

study is indispensable in regards to the completion of the proposed research. Harden et al. (2021)

found that all types of changes will be impacted upon by micro as well as macro issues, and this

realization is revolutionary. There are cases where one leader succeeds as another fails in spite of

being provided with the same contextual environments. The difference in performance is based

on their micro characteristics. This study is, therefore, relevant and important as it brings out the

kind of knowledge that seems to be lacking in other references.

ORGANIZATIONAL CHANGE MANAGEMENT 6

Hughes, M. (2022, January 30). Reflections: How Studying Organizational Change Lost Its

Way. Journal of Change Management, 22(1), 8-25.

https://doi.org/10.1080/14697017.2022.2030980.

Hughes (2022) is affiliated with Brighton Business School in the UK and has several

years of experience in teaching and as a researcher. Therefore, his opinions are informed and are

reliable. He argues that most stakeholders already assume that changes lead to failure. That belief

prevents a lot of them from even attempting to learn how a firm can successfully change. They

fear failure despite the fact that change can actually enhance the sustainability of the

organizations in question. They assert that change leaders must be brave and willing to confront

the real and imagined obstacles to change.

The views of Hughes (2022) are actually challenging those who believe that change has a

high potential for failure. It is true that a significant number of stakeholders, including high

performers, would prefer to stick with the old ways of doing things. These tend to be solutions

they have already perfected, and hence will tend to fight to retain them. Sometimes, the belief

that changes result in failure are unfounded, and are informed by the fears which people have.

According to Hughes, it is the responsibility of the leader to find ways of influencing their

followers to not only accept but also contribute towards the desired changes. This is an important

perspective that will inform the completion of the proposed study.

Leroy, H. L., Anisman-Razin, M., Avolio, B. J., Bresman, H., Bunderson, J. S., Burris, E. R.,

Claeys, J., Detert, J. R., Dragoni, L., Giessner, S. R., Kniffin, K. M., Kolditz, T.,

Petriglieri, G., Pettit, N. C., Sitkin, S. B., Quaquebeke, N. V., & Vongswasdi, P. (2022).

Walking Our Evidence-Based Talk: The Case of Leadership Development in Business

ORGANIZATIONAL CHANGE MANAGEMENT 7

Schools. Journal of Leadership & Organizational Studies, 29(1), 5–32.

https://doi.org/10.1177/15480518211062563.

Leroy et al. (2022) are academics and researchers affiliated with major institutions of

learning throughout Europe and the US. They are mostly exploring the factors which motivate

players to welcome and facilitate change. They did also endeavor to explore the reasons why

some of the stakeholders feel rather disconnected whenever their employers decide to proceed

with the change. Lack of involvement and indecisiveness by the leaders were cited as some of

the causes of the impediment to successful change. The findings and ideas of the 17 contributors

will come in handy during the completion of the proposed study.

Leroy et al. (2022) concluded that poor leadership has significant and negative effect on

the implementation of changes within the organization. This is why the propose the rolling-out of

evidence-based leadership development programs in organizations of all sizes. In essence, proper

change leadership is needed whether a company is small of big. Those which avoid proper

measures when rolling out changes fail, irrespective of their sizes or sectors where they operate.

The study by Leroy et al. has strong academic foundation, and this knowledge will be tapped

during the completion of the proposed study.

Lundmark, R., Richter, A., & Tafvelin, S. (2021, July 21). Consequences of Managers’ Laissez-

faire Leadership During Organizational Restructuring. Journal of Change Management,

22(1), 40-58. https://doi.org/10.1080/14697017.2021.1951811.

Lundmark et al. (2021) are based in Umeå University and Karolinska Institutet, which are

universities in Sweden. Their focus is on an approach of leadership that allows the stakeholders

significant freedoms to implement their own ideas during a change process. Laissez-faire

leadership simply means that those in positions of authority hardly ever interfere with the

ORGANIZATIONAL CHANGE MANAGEMENT 8

activities of their juniors. They conclude that this approach can only be effective in scenarios

where the stakeholders are highly trained and experienced professionals. They must also be

individuals who understand much of what they are expected to do in regards to the change. If this

is not the case, there could be role confusion, and the employees could end-up being stressed to

the point where they are unable to deliver.

Among the most critical steps in change management is effective implementation. Even

if planning had been done carefully and in an effective manner, challenges in the implementation

of the change can result into its ultimate failure. According to Lundmark et al. (2021), those in

leadership must understand their stakeholders prior to settling on one particular approach. The

more experienced they are, the higher is the likelihood of them realizing the organizational goals

with minimal or no supervision. Lundmark et al. shares ideas which will help make better

conclusions about organizational change management once the proposed study is completed.

Nigam, A., Sackett, E., & Golden, B. (2022). Duality and Social Position: Role Expectations of

People Who Combine Outsider-Ness and Insider-Ness in Organizational Change.

Organizational Studies, 43(3), 413-435. https://doi.org/10.1177/0170840621989004.

Nigam, Sackett, & Golden (2022) are affiliated with City University of London, Santa

Clara University in the US, and University of Toronto. Their focus is on how individual

characteristics can help shape and influence peers to implement change in an effective manner.

Their approach is informative because no single individual can implement change with the

exclusion of everyone else. The authors endeavor to hint on how one person, most probably the

leader, can trigger broad-based acceptance and rally everyone together to facilitate the realization

of the desirable future.

ORGANIZATIONAL CHANGE MANAGEMENT 9

The work of Nigam et al. (2022) is founded on the Bourdieu’s theory of field, and it

holds that the manner in which an individual perceives the world tend to inform their approaches

and hence their likelihood to succeed. They also explore how the feelings of being a member of

the ingroup convince someone to optimize on their service delivery. In essence, the study is

about what motivate individuals to perform as well as influence their peers and juniors. Because

the proposed study is about management, the role of superiors will be explored at length. The

views and findings by Nigam et al. will facilitate the completion of that study.

Toanoglou, M., Chemli, S., & Valeri, M. (2022). The Organizational Impact of Covid-19 Crisis

on Travel Perceived Risk Across Four Continents. Journal of Organizational Change

Management, 35(2), 293-307. https://doi.org/10.1108/JOCM-12-2020-0369.

Toanoglou et al. (2022) are affiliated with Woosong University, University of Deusto,

and Niccoló Cusano University in South Korea, Spain, and Italy respectively. Their study is

based on one of the industries which were impacted the most by the COVID-19 pandemic, and

that is tourism. They also appreciate the fact that it is a sector that has numerous stakeholders

drawn from the media, government, and the investors. All of them had to change in one way or

the other once the pandemic broke-out. Several firms operating in this industry ended-up failing

as others managed to overcome the challenges. The researchers are exploring the two categories

to determine the factors which triggered the divergence.

Toanoglou et al. (2022) is an appropriate study for determining the consequences of lack

of proper change management. The events they address are fairly recent, and hence it is a study

that is still interesting considering that the stakeholders are still trying to understand how they

can withstand such an episode in case it recurs in the future. It will facilitate the completion of

ORGANIZATIONAL CHANGE MANAGEMENT 10

the proposed study as it addresses on of the critical elements highlighted in the outline: t5the

consequences of lack of a change management plan.

Zhao, L., Yang, M. M., Wang, Z., & Michelson, G. (2022, January 18). Trends in the Dynamic

Evolution of Corporate Social Responsibility and Leadership: A Literature Review and

Bibliometric Analysis. Journal of Business Ethics, 182, 135–157.

https://doi.org/10.1007/s10551-022-05035-y.

The researchers are based at East China Normal University and Macquarie University in

Sydney Australia. Zhao et al. (2022) argue that traditionally, business organizations have always

been focused on making profits. In that case, everything they did was viewed from the lens of

how profitable it would turn-out to be. The authors assert that this has since changed, and the

stakeholders have other goals. Among them include the realization of the corporate social

responsibility.

There are still a significant number of stakeholders who do not perceive CSR as valuable.

Others disagree about who should be the target of CSR activities. While the researchers do not

address these specific issues, they insist that a time for change has come; and that for any firm to

be sustainable, embracing CSR is one of the changes it cannot avoid. Therefore, the leaders must

come up with a way of persuading their followers and every other legitimate stakeholder of the

need for the organization to embrace this change as well as those which may come in the future.

The source is important in the completion of the proposed study as it demonstrate how delays

may cause a firm to lose valuable opportunities, some of which may never be recouped.

ORGANIZATIONAL CHANGE MANAGEMENT 11

Outline: Organizational Change Management

I. Introduction

Organizational change is constituted of the actions which are taken to alter such aspects

as the company’s culture, practices and processes, or to enable the firm to embrace digital

transformation (Hughes, 2022, p. 14). Organizational change management is about taking

measures to ensure that the desired alterations are accomplished in an effective and efficient

manner. For this to be realized, three important steps must be taken; and they include

preparation, implementation of the change, and ensuring that the change is sustained (Barhate,

Hirudayaraj, & Nair, 2022, p. 288). Although most stakeholders appreciate that change is

inevitable, a significant number of organizations still fail to execute it successfully and on a

timely basis (Allen, Rosch, & Riggio, 2022, p. 271). Studying organizational change

management would help reveal the indispensable best practices which ought to be embraced to

avoid (or at least mitigate) the risk of failure.

II. Seventy to ninety per cent of all changes attempted by organizations tend to end-up in

failure (Hughes, 2022, p. 19).

1. Firms fail because of postponing the transformation until it is already too late to

implement it (Toanoglou, Chemli, & Valeri, 2022, p. 298).

2. Delays causes them not to undertake feasibility studies, and hence they do not even

know what can work (Leroy et al., 2022, p. 25).

3. Lack of a plan trigger worries among the stakeholders who feel that the resources and

time may be wasted for nothing (Harden et al., 2021, p. 149).

III. Implementing change management enhances the rate of success by at least 47 per cent

(Douglas et al., 2022, p. 278).

ORGANIZATIONAL CHANGE MANAGEMENT 12

1. Change management enhances the rate at which companies adapt to changes

(Lundmark, Richter, & Tafvelin, 2021, p. 47).

2. Change management makes the process efficient, and the saved costs can be invested

in other critical areas (Zhao et al., 2022, p. 154).

3. Change management has the tendency to result into significant improvement in

quality (Toanoglou et al., 2022, p. 305).

IV. Changes which involve as few as seven per cent of the ordinary employees are at least

twice as likely to succeed than in scenarios where this is not the case (Allen et al., 2022,

p. 281; Barhate et al., 2022, p. 279).

1. Bringing everyone on board is a winning strategy because these parties end up

sharing ideas which management may have overlooked (Nigam, Sackett, & Golden,

2022, p. 431).

2. Avoiding important stakeholders during the preparation phase may compel some of

them to believe that the investments being made towards management are wasteful

(Leroy et al., 2022, p. 18).

3. Such parties may insist that the management of change be stopped. They may even

propose areas where the resources in question can be invested (Lundmark et al., 2021,

p. 43).

V. Companies which effectively manage their changes tend to outperform their rivals by at

least 350 per cent (Leroy et al., 2022, p. 27).

1. Firms which attempt trial and error are far more likely to fail than those which have a

clear plan (Harden et al., 2021, p. 156).

ORGANIZATIONAL CHANGE MANAGEMENT 13

2. Having a plan in place means that the stakeholders are not relying on luck, but rather

they know the essence of every step they take (Zhao et al., 2022, p. 148).

3. Change management makes it far more likely to correct mistakes than it would be the

case if the entire process was based on guesswork (Nigam et al., 2022, p. 429).

VI. Conclusion and Recommendations

Although change is unavoidable, a significant number of firms are hardly ever prepared

for it. They tend to attempt it quickly and when it is already late, and hence the reason a majority

of them fail spectacularly. Studies have concluded that effective change management reduce the

kind of challenges which firms go through as they transform. It does also increase the rate of

success by over 47 per cent (Douglas et al., 2022, p. 277). Allen et al. (2022) asserts that for such

desirable outcomes to be realized, there must be optimal stakeholder involvement (p. 281).

In the end, firms which change in an efficient manner and in time outperform their

competitors. It is, therefore, imperative to invest in the process because the benefits are apparent

(Hughes, 2022, p. 18). Nonetheless, change management could be expensive, time consuming,

and complicated. This may be the reason a majority of the firms disregard it altogether. Indeed,

many start to transform when their leaders determine that this process must take place (Barhate

et al., 2022, p. 275). Upon completing the proposed research, it will be possible to conclude why

some of the firms avert change management, and also make recommendations on how the

process can be simplified in order to be attainable by companies of all sizes.

ORGANIZATIONAL CHANGE MANAGEMENT 14

References