Although extensive progress has been made in the world of corporate work, organizations are expending meanwhile the level of competition become remarkable. It becomes necessary for the organizations to drive organizational change as according to work dynamics for to compete in this competitive era (McNamara, 2009). Organizational Change refers to the condition when business strategies and major sections of the work are altered (Suddaby & Foster, 2017).
Organizations can bring the idea of organizational change but it is impossible to implement this idea effectively without the help of Human Resource Department. Change process can create dissatisfaction and demotivation in the employees which can be overcome through proper communication of human resource department. As a business owner with the “HR Hat” or a vice president of the personnel department, they have the collective primary responsibility for the intensive and challenging task of dealing with the fears and unrest of the employees in such times of change.
If they assume that their employees should support them to bring the change within the organization, then they are required to understand the vision of management and, more importantly, how the change in the organization will provide them benefit in future. Except from this, and you will end up with unmotivated employees who are opposed to change rather than embrace it (Soliman & Spooner, 2000). Pakistan is located at a region which has great political, economic and strategic importance. It has been a hub of activities of great powers since last many years (Saqib, Masnoon, & Rafique, 2013). Many of the strong countries are investing in Pakistan. For to maintain and increase this type of investment it is necessary for Pakistan to update its organizational structure as according to rest of the world.
Organizational change provides pathway to transform and update organization for to contest in the world. This study will be based on Post-Positivist Worldview because it will attempt to find the impact of Human Resource Department on Organizational Change. Moreover, it will follow Survey research design through questionnaire to gather quantitative data. Literature Review: Organizations are forced to change, there are a large number of company managers and employees who have become students of change (Mohrman Jr, Mohrman, Ledford Jr, Cummings, & Lawler III, 1989). Organizational change can benefit organizational performance and the ability to survive as a reaction to a dramatic restructuring of environmental conditions and when they build on the establishment routines and competences (Haveman, 1992). Becker and Gerhart (1996) described that HRM decisions (Human Resource Management) are likely to have an important and unique impact on organizational performance.
Based on theoretical work in the field of organizational behavior, it is suggested that HRM includes a set of guidelines designed to maximize organizational integration, employee commitment, flexibility and quality of work. Collective employment relationships have only a subordinate role in this model. Despite the apparent attractiveness of HRM for management, there is very little evidence of quality in terms of its impact (Guest, 1987). Huselid (1995) examined the connections between high-performance workflows and operational performance. Results based on a sample of nearly one thousand companies show that these practices have both economically and statistically significant implications for the results of both middle-sized employees (turnover and productivity) as well as short- and long-term corporate finance measures. Support for forecasts that the impact of high-performance practices on the performance of enterprises partly depend on their interrelations and links to the competition strategy was limited.
In 590 non-profit and non-profit companies from the National Organizations Survey found positive associations between personnel management (FIRM) practices, e.g. training and personnel selection, as well as perceptive operational performance measures (Delaney & Huselid, 1996). The study shows that vision, employee-manager relationship, job motivation and role-building influence the employee’s commitment. In particular, affective engagement, which in turn affects the perception of the employees in terms of improved performance, implementation success and individual learning with regard to the change, had the greatest influence (Turner Parish, Cadwallader, ; Busch, 2008).
The study deals with the question of whether positive attitudes and behavior of employees influence the business results or whether positive business results influence the attitudes and behavior of the employees. The study hypothesizes that employee satisfaction, organizational citizenship, and employee fluctuation affect profitability and customer satisfaction. These results contribute to the evidence that HR results affect the results of the business and not vice versa (Koys, 2001).
