Solution

MSc Human Resource Management and Training                                                     MN7650 Managing Change and Technology at Work

Module Leader:                  Professor

Assessment Type:             Case Study Assignment

Student Name:

Registration Number:

Deadline:

Wordcount:                         3668 words

Academic Year:                  2024/2025

Table of Contents

1.0 Introduction. 2

2.0 Strengths and Limitations of Consulting Employees About Proposed Changes. 2

3.0 Managing Culture to Enable the Change to Take Place. 6

4.0 Where People Might Resist the Change and Ways to Manage. 10

5.0 Conclusion. 14

References. 15

1.0 Introduction

Organisational change requires detailed planning and proper management due to its complexity. This assignment provides a critical evaluation of three key areas in response to Exc!usivo’s HR challenges regarding the consultation of employees about proposed changes, management of organisational culture to support changes and addressing resistance to changes. A structured, analytical response is provided for each section, ensuring that case study issues are connected to the relevant theories and models. The first section discusses the strengths and the weaknesses of consulting employees on change initiatives, based on employee voice theory and participative change models. It explores how involving employees leads to commitment, while also taking into account the circumstances that might inhibit that process like delays in decision-making and resistance from top management. The second section highlights approaches for managing culture to achieve change. An analysis is presented by integrating organisational culture theories such as Schein’s model to discuss how culture will influence change adoption. In addition, it looks at interventions like leadership alignment, communication strategy, and reinforcement mechanisms to make the new HR structures culturally congruent. The last section explores issues of resistance to change and ways to manage it. This section, using frameworks such as Kotter’s and Lewin’s change models, describes why employees resist change, from uncertainty to power dynamics, and suggests specific interventions like training, incentives, and transparent communication designed to prompt buy-in. The assignment concludes with a summary of the key insights gained and the wider practical implications for Exc!usivo’s HR transformation.

2.0 Strengths and Limitations of Consulting Employees About Proposed Changes

Consulting employees in organisational change is essential for effective implementation, developing employee commitment, minimising employee resistance, and benefiting from employee insight. According to McNab et al. (2020), this makes the employees feel appreciated, hence promoting increased willingness to adapt to changes. Theories of employee voice suggest allowing employees to participate in the process of decision-making builds a sense of ownership, encouraging employees to be motivated and less resistant towards organisational changes (Follmer et al., 2018). From an employee’s perspective, listening to their views and opinions provides a sense of value.  It acknowledges their significance to the organisation, enabling employees to understand their role within the organisation and how they, both individually and collectively, can contribute to current and continued organisational success. As Doerwald et al. (2021) explain, these factors collectively foster enhanced employee commitment to the organisation, a sense of belonging, and increased job satisfaction. Employers also benefit from these issues.  Increased job satisfaction leads to enhanced organisational citizenship behaviour and improved individual and the overall organisational performance (Hughes, 2022).

Models like Lewin’s Change model (See Figure 1) illustrate that allowing employees to contribute ideas is beneficial in unfreezing the established norms. In the Unfreeze stage, Lewin posits that prior to acquiring new knowledge or abilities, individuals must unlearn their traditional approaches (Connelly, 2023). This can be accomplished through several methods, including providing individuals with a compelling reason for change and implementing measures to performance management, to influence the behaviour of specific individuals.

Figure 1: Lewin’s Three Stage Model of Change

Source: Connelly (2023)

In Exc!usivo, where guest experience managers are involved in determining a fair tipping policy, engagement may be effective in enhancing acceptance, as well as preventing conflicts. Likewise, well-being coaches could offer suggestions about redistributing workload that are both practicable and sustainable. When employees feel heard, they are more supportive of the changes, reducing opposition and creating

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