Employee Development as an Organizational Change
Over the years, hiring and retention practices in the organization have resulted in human resource challenges. This can be attributed to the high rate of turnover rates in which employees find it suitable to change organizations for greener pastures. Employee development as part of the organizational change can result in retention strategies that improve on skills, expertise and work experiences.
Applying the change in the organization as a unit manager will involve the three processes in Lewin’s model of change. The unfreezing process will involve the behaviours and beliefs surrounding the change. New changes require the substitution of existing behaviours for acceptance (Hussain et al., 2018). This will influence decisions made on employee development from the upper managerial level to the motivation of employees to enroll in the development programs. Some of the beliefs involve costs and negativity from managers. The unfreezing stage will include the involvement of the employees in the development programs initiating change. This can be given through support and manageable approaches to combat change tension (Hussain et al., 2018). The stage will lead to the desired change in embracing the development programs.
The refreezing process will involve reflection and review of the employee development approaches and programs in retention strategies. This can be determined by the institutionalization of the change and its incorporation in organizational goals (Hussain et al., 2018). This will be significant in curbing the high turnover rate. The development approaches become part of the human resource department promoting hiring and planning practices for employee retention. Through the force field analysis, identification of facilitators as well as barriers in the change will be evaluated.. Don't use plagiarised sources.Get your custom essay just from $11/page
Some of the facilitators developed involve increased employee turnover and an increased customer base. The facilitators can form argumentative and decision-making grounds for the organization in transition (Zand, 2015). Obstacles such as resistance to change and lowered employee motivation can impact the change. Planning, informing, and educating the employees on changes, as well as their significance, can be imperative in change acceptance (Zand, 2015). The analysis and application of the forces will determine if the change will be successful and its necessity in the organization’s sustainability.
References
Hussain, S., Lei, S., Haider, M., Hussain, S. & Ali, M. (2018). Kurt Lewin’s change model: a critical review of the role of leadership and employee involvement in organizational change. Journal of innovation & knowledge 3(3). Retrieved from https://doi.org/10.1016/j.jik.2016.07.002
Zand, D. (2015). Force Field Analysis. Organizational behavior, 11. Retrieved from
https://doi.org/10.1002/9781118785317.weom110151