Week 4 Assignment

To complete this Assignment, review the learning resources for this week and create a Q & A Reference Sheet that includes questions and answers that cover the following bullets in a 2 page document.

• Identify a recent change in your organization or in an organization with which you are familiar.
• Briefly describe the role of human resources in the implementation of the change.
• Explain one change management strategy that was used (or could have been used) and your rationale for why it is important.
• Explain the HR responsibility for communication and employee support in the change management process.
• Your Assignment must include 3 references to support your thinking.

APA Format

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Why You Need A Change
Management Strategy

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THOUGHT LEADERSHIP ARTICLES

https://empower.prosci.com/why-building-change-capability-is-a-smart-investment

https://empower.prosci.com/three-steps-to-creating-a-change-management-strategy

D eveloping a change management strategy providesdirection and purpose for all other change
management activities. By outlining the unique

characteristics of the change and its risks and potential

resistance, change practitioners set themselves and their

project team partners up for success.

Why You Need a Change
Management Strategy

A “one-size-fits-all” approach is not effective for change

management. Think about these changes:

Acquiring a company of near equal size1.

Getting suppliers to use a new web-based form and process2.

Relocating office spaces within an existing building3.

Implementing an ERP solution4.

These are all distinctly different changes, and​each requires

change management to be successful. Each impacts people and

how they do their job. Each can suffer from slow adoption and

low utilization. Each has risks associated with people not

becoming engaged or resisting the change.

While each of these initiatives needs change management to be

successful, the right amount and approach for change

management will be different. Change management strategies

define the approach needed to manage change given the unique

situation of your project. Below are the three steps to creating a

change management strategy.

1. Identify Change Characteristics

How big is the change? Who will it affect? What is the timeline and

does it compete with other initiatives? These are some of the

questions you will need to answer as you prepare a strategy for

Changes in senior leadership5.

managing change.

Changes can be formalized projects, strategic initiatives or even

small adjustments to how the organization operates.

Understanding the characteristics of the change requires you to

answer questions like:

2. Assess the Organization

What is the scope of the change?

•

How many people will be impacted?

•

Who is being impacted?•

Are people being impacted the same or are they experiencing

the change differently?

•

What is being changed (processes, systems, job roles, etc.)?•

What is the time frame for the change?•

Organizational attributes are related to the​history​and​culture​in

the organization and describe the backdrop against which this

particular change is being introduced. Consider:

Impacted Groups

The final step in assessing the organization is developing a map

of​who is impacted by the change and how they are being

impacted. A single change, such as the deployment of a web-

based expense reporting program, will impact different groups

uniquely:

What is the perceived need for this change among employees

and managers?

•

How have past changes been managed?•

Is there a shared vision for the organization?•

How much change is going on right now?•

Employees who do not have expenses to report will not be

impacted at all

•

Staff who travel once a quarter may be only slightly impacted•

Outlining the​impacted groups ​and how​they will be impacted

enables specific and customized plans later in the change

management process.

3. Create a Change Management
Strategy

Successful strategies of change management include a

team

structure, sponsor model, special tactics and risk assessment.

Without these elements, it will be very difficult to develop and

implement the change management plans you need for a

successful project.

Associates who are on the road all the time will be more

impacted, although filing expenses is only a portion of their

day-to-day work

•

Those in accounting who manage expense reporting will be

heavily impacted, as their jobs will be completely altered

•

Team Structure

The change management team structure identifies ​who​will be

doing the change management work. It outlines the relationship

between the project team and the change management team.

Frequent team structures include:

The key to a team structure is to be​specific ​when assigning change

management responsibilities and resources.

Sponsor Coalition

The sponsor coalition describes the leaders and managers who

need to be on board and actively engaged in leading the change.

The primary sponsor is the person who authorizes and

A change manager being embedded into a project team•

A centralized change management team supporting a project

team
•

Change management being a responsibility assigned to one of

the project team members

•

champions the change. This person must be actively and visibly

engaged in the change throughout the project. They also have a

part in building a coalition of sponsors across the organization.

When creating the sponsor coalition, choose leaders of the

groups ​impacted by the change. Each member of the sponsor

coalition has the responsibility to

build​support​and​communicate​the change with their respective

audiences.

Special Tactics for Anticipated Resistance

Many times, after a project is introduced and meets resistance,

members of the team reflect that they could have anticipated that

reaction. In creating a strategy for change management, identify

where resistance can be expected:

Are particular regions or divisions impacted differently than

others?

•

Were certain groups advocating a different solution to the

same problem?

•

Note particular anticipated resistance points depending on how

each group is related to the change. Once you have identified this

resistance, you can plan special tactics to overcome it before it

begins.

Project Risk Assessment

The risk of not managing the people side of change on a

particular project is related to the dimensions described in the

change characteristics and organizational attributes sections

above. Changes that are more dramatic and farther reaching in

the organization have a higher risk. Likewise, organizations and

groups with histories and cultures that resist change face higher

risk. In developing the strategy, the change management team

documents the overall risk and specific risk factors.

Are some groups heavily invested with how things are done

today?

•

What Happens Next?

Formulating the change management strategy is the first critical

step in implementing a change management methodology. The

strategy​provides direction​for ​informed decision-making and

brings the project or change to life, describing​ who​and​how​it will

impact the organization.

The change management strategy contributes to the formulation

of the five​change management plans recommended by change

management best practices. For instance, the groups identified in

the strategy should each be addressed specifically in the

communication plan. Steps for building and maintaining the

sponsor coalition identified in the strategy are part of

the​sponsorship roadmap. Each of the subsequent change

management plans and activities are guided by an effective

change management strategy.

VIEW ALL ARTICLES

https://www.prosci.com/resources/articles

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An Overview of Motivation Theories
and Organizational Behavior Part 1 of
2

2010-11-12 Human Resources,

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PAGE CONTENT

Maslow’s Hierarchy of Needs Theory

Alfred Alderfer’s ERG Theory

Victor Vroom’s Expectancy Theory

Equity Theory

Reinforcement Theory

Herzberg’s Motivator-Hygiene Theory

Maslow’s Hierarchy of Needs Theory

The Need Hierarchy theory of Abraham Maslow, first expounded in
1943, ranks amongst the earliest studies linking motivational theory
and organizational behavior.

Diversity is a Strength in my
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Maslow’s Hierarchy of Needs Theory lists a hierarchy of five need
levels:

1. Physiological needs, or the need for basic necessities such as
food, water, and shelter

2. Safety needs, or the need for security in both home and work

3. Social needs, or the need for loving, acceptance, and group
affiliation

4. Esteem needs, or the need for recognition and
acknowledgment, and self-respect

5. Self-actualization needs, or the need to develop to one’s fullest
potential

An employee works his way up the need hierarchy, and on fulfilling
a need level, aspires for the next level. For instance, an employee
already having attained recognition and acknowledgment no longer
remains motivated by rewards such as recognition and
acknowledgment, and would instead require opportunities for self-
actualization to remain motivated. Conversely, an employee
frustrated by the inability to fulfill higher-level needs may strive to
fulfill lower level needs.

Organizations can motivate employees by identifying the individual
employee’s position in the need hierarchy and creating conditions
that make it possible for him or her to achieve such needs through

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SEE ALSO

TAGS

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efforts in the workplace. For example, good leadership can
facilitate better group communications.

Image Credit: flickr.com/Laurence Simonflickr.com/Laurence Simon

Alfred Alderfer’s ERG Theory

Alderfer’s ERG theory is a modification of Maslow’s need hierarchy
theory, and holds motivation dependent on three need dimensions:
Existence, Relatedness, and Growth. Existence refers to desire for
physiological and materialistic well-being, Relatedness refers to the
desire to have significant positive relationships with other people of
consequence, and growth refers to the desire to grow and use
one’s innate abilities to the fullest potential.

The theory holds that an individual remains motivated to any of
these three need categories:

Need for achievement (nAch), such as the desire to do things in
a better or efficient way, to solve complex problems, and the
like

Need for affiliation (nAff) such as the desire to establish and
maintain good relations with others, to become part of a
group, and the like

Need for power (nPower), such as the desire to assume
leadership, become a decision making authority, and the like

The order of importance of these three needs varies among
individuals. Organizations looking to motivate an employee need to
focus on individual thought processes to identify the dominant
need category, and establish performance rewards that fulfill such
needs.

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Victor Vroom’s Expectancy Theory

Victor Vroom’s Expectancy theory holds that employees perform
to the level that they believe maximize their overall best interests.
The prospects of desirable rewards that satisfy needs and a strong
desire to satisfy needs motivate employees to perform to their
potential.

The Expectancy Theory holds motivation as a function of
Expectancy, Instrumentality, and Valence.

Expectancy refers to the expectations and confidence of employees
regarding their ability to perform a task, and depends on factors
such as basic skills required for the task, support expected from
superiors and subordinates, availability of required tools and
equipment, and the like.

Instrumentality refers to the perception of whether
accomplishment of the task leads to the desired results. This
depends on factors such as rules of performance and reward,
transparency and trust in the process, and the like.

Valence refers to the emotional orientations of people regarding
the outcomes or rewards, or the level of satisfaction they expect to
get from the rewards. A reward motivates only if employees have a
positive valence, or a preference to have the specified reward to
not having it. For instance, some employees may prefer having time
off, whereas other employees might not have the need for time off
and might prefer money or achievement.

Organizations looking to motivating employees in the workplace
need to ensure that all the three factors: Expectancy,
Instrumentality, and Valence remain positive or high. Even

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achieving two out of these three factors does not motivate the
employee.

Equity Theory

John Adam’s equity theory of motivation holds that people gauge
the fairness of their work outcomes not based on the rewards they
get in return for their work, but the extent of their rewards for the
work put in relative to what others get. Individuals who perceive
that they receive relatively less than others in proportion to their
work inputs experience negative equity, and individuals who
perceive that they receive relatively more than others in proportion
to their work inputs experience positive equity.

Organizations looking to motivate employees in the workplace
need to ensure positive equity and avoid negative equity. Factors
that trigger positive or negative equity are changes in work inputs,
changes in outcomes, changes in the comparison person, and the
like. The key to redress negative equity includes effective
communication of reliable evaluation standards and comparison
points to the employees.

https://www.brighthub.com/office/human-resources/articles/95131.aspx

Image Credit: Wikimedia CommonsWikimedia Commons

Reinforcement Theory

B. F. Skinner’s reinforcement theory states that the individual’s
behavior is a function of its reinforcement, which in turn bases itself
on the “law of effect.”

Reinforcement is the administration of a behavior resultant
consequence, and proper management of reinforcement helps
change the direction, level, and persistence of an individual’s
behavior. The law of effect holds people repeat behavior that
results in a pleasant outcome and avoid behavior that results in
unpleasant outcomes. Organizations looking to motivate
employees need to indulge in the systematic reinforcement of
desirable work behavior.

The strategies to reinforce desirable work behaviors include

1. using positive reinforcement through immediate rewards and
encouragement whenever positive behavior occurs

2. withdrawal of negative consequences to increase the likelihood
of repeating the desired behavior in a similar setting

3. inflicting punishment or the administration of negative
consequences to reduce the likelihood of repeating an
undesired behavior in similar settings

4. extinction, or withdrawal of the reinforcing consequences for a
given behavior to discourage repetition

Herzberg’s Motivator-Hygiene Theory

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OFFICE/HUMAN-RESOURCES/TOPICS/TEAM-BUILDING

Herzberg’s Motivator-Hygiene theory ranks among the earliest
studies of motivational theories and organizational behavior. This
theory approaches motivation through job satisfaction, and hold
that jobs that do not offer achievement, recognition, stimulating
work, responsibility and advancement do not provide satisfaction
whereas jobs that offer achievement, recognition, stimulating work,
responsibility and advancement provide satisfaction, and hence
motivation.

Poor company policies, administration, supervision, pay,
interpersonal relationships with supervisors, and working
conditions cause dissatisfaction and demotivate employees
whereas good policies, efficient administration, effective
supervision, good pay, and good interpersonal relationships and
working conditions create job satisfaction that motivates
employees to work to their potential.

Article authored by N Nayab

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