With this in mind, the proposed plan for organizational development focuses on two specific areas for improvement. First, the proposed plan considers the need for the strategic development of human resource practice in the organization. Strategic human resource management will enable the organization to embed human resource function into the process of facilitating organizational objectives. Second, the proposed plan considers the need for a comprehensive change management program which will facilitate HR integration while building the necessary organizational infrastructure to help improve change outcomes.
Strategic Human Resource Management
Strategic human resource management or SHRM is the process by which human resource activities are effectively aligned with the objectives of the organization (Khatri, Wells and McKune, 2006). As reported by Khatri and coworkers (2006, p. 9) "HR has now emerged as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are aligned with each other and also with the overall strategy of the organization." These authors go on to report that because of the tremendous value that can be created through this paradigm, organizations have taken a focused interest in this paradigm for improving operations.
Applying SHRM to the Protec organization, it seems reasonable to argue that this approach would facilitate the development of HR practice such that outcomes of HR policy would be directed toward facilitating change in the entire context of the organization. According to Boswell (2006) strategic human resource management serve as the basis for aligning employees with the organization. Because HR provides a basic foundation for building employee relationships in the organization, strategic focus in this area can provide employees with what Boswell calls a "line of sight." As reported by Boswell, line of sight for employees is critical because it facilitates a deeper understanding of the organization's overall needs and objectives. With this understanding, issues such as resistance to change can be effectively mitigated and, in some cases, eliminated.
Additionally, Khilji and Wang (2006) assert that strategic human resource management can foster the integration of culture and structure based on an alignment of human capital with organizational objectives. As reported by these authors, strategic human resource management can serve as the foundation for allowing HR managers to effectively integrate human capital management into larger infrastructure needed by the organization to effectively achieve its goals. Job development programs, job descriptions and organizational culture can all be improved through the alignment of human capital with the specific needs of the organization. In this context then, SHRM can provide an integrative tool for the complete development of the organization.
Although the proposal to create a SHRM program will require considerable effort on the part of the Protec organization, the reality is that this paradigm is needed to help foster greater integration of HR function into the entire scope of the organization. Given that this is a critical issue for the current organization, development along these lines should help improve outcomes for the organization. Additionally, as reported by Green, Wu and Whitten (2006) strategic human resource management provides a number of advantages for the organization that can effectively improve employee morale, job satisfaction and productivity. Improvements in this area appear to be vital to the success of Protec's operations.
Change Management
While the development and implementation of strategic human resource management will help improve the role of human resource management in the total organization, in order to help facilitate the current change occurring in the organization, HR managers will need a complementary strategy to meet this end. For the purposes of this investigation, a change management program has been proposed as a central means to improve the organization and facilitate larger integration of HR function over the long-term. Scholars examining the definition and scope of change management have made the following observations:
Change management -- the formal process for organizational change -- is the systematic approach and application of knowledge, tools and resources to leverage the benefits of change. Change management means defining and adopting corporate strategies, structures, procedures and technologies to deal with change stemming from internal and external conditions. Increasingly, change management is seen as a permanent business function to improve productivity and profits by keeping organizations adaptable to the competitive marketplace (Change management..., 2007, p. 1).
Although the basic definition of change management provided above clearly indicates that this process can have a number of notable benefits for the organization, there are significant changes proposed under this paradigm which could have marked implications for improving outcomes...
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