A newly formed or brand new initiative taken by the HR or Human Resources Department in a company can become very difficult to implement. This is because that the stakeholders of an organization are often very resistive to change. They fear that by changing the picture of the organization in any form will threaten their presence in the organization. They may lose their job as a result to the changes being proposed. Hence, the only option they have is to voice their discontent with the changes being proposed. For example, if it is believed that the HR has decided to change the work timings of assembly workers, or have made excessive changes in the work shift times, there will always be some worker who will view it with suspicion and will voice against such a change fearing that they might lose their job, their work might become more hectic, or it will disturb the existing comfort zone that the workers are used to for so long. If the HR, decides to permit the top management of bringing in new technology, it will also impact the workers negatively as they will have to undergo rigorous training and will have to adopt to the recent trends in order to become an important part of the organization. This may become too gruesome for some of the workers, and they will not react positively to the change of existing status quo. Hence, the task of implementing new HR strategy should be done very subtly in order to avoid any barriers of change and similarly implementing what is required for the benefit of the business and business processes.
References:
Mathis, R., & Jackson, J. (2011). Human resource management (13th ed.). Mason, OH:
Thomson/South-western.
Nkomo, S., & Fottler, M. (2011). Human resource management applications (7th ed.). Mason,
OH: South-Western Cengage Learning.
Ivancevich, J., & Konopaske, R. (2013). Human resource management (12th ed.). New York,
NY: McGraw-Hill Irwin.
