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It is often given to HR to implement with no additional resources or skill enhancements; to be accomplished alongside the day job. Change is predominantly about people, and HR do not own the people, the whole organisation and its management do. Change affects all organisations. It is a constant element in the world of business and if an organisation wishes to be successful then it needs to adapt readily to changes, foresee potential moves and plan for them and create a culture within the organisations that allows for successful change. The pressures for change can come from within an organisation or from outside it. Any change will affect an organisation; however, the management of the change can have a direct influence on whether these effects are positive or negative. The rate of change today is greater than it ever has been due to technology and telecommunication The two broad classifications of change are fundamental and fine-tuning. A fundamental change means to change the organisational structure or objectives. This can include transforming and refocusing the organisation. Fine-tuning involves implementing modest changes that improve the organisation’s performance without fundamentally changing the organisation; this can include fixing problems and modifying the procedures. Organisational change is the process of taking the existing organisation, altering it transforming it and establishing a new or altered form of the organisation. A Human resource manager is a person who is responsible for ensuring that employees achieve their maximum performance to fulfil the aims, goals and objectives of the organisation and its stakeholders. Hence, this is a person who belongs to a department or branch entitled ‘human resource management’. Human resources are people, such as the staff, employees and workers that form the many parts of the organisation As a discipline, HR management has undergone major changes in recent years. The name has altered from ‘personnel officer’ to HR management, not only this; accompanying the name change, the actual operation of HR managers has altered, especially in the treatment of their people. Previously, the image portrayed by a personnel officer was that of a ‘slave driver’ in regards to achieving the organisation’s objectives. Nowadays, the HR manager employs a ‘people oriented’ approach. I believe these changes have occurred due to the results of the studies undertaken in the Karpin report. If organisations wish to remain continually competitive, every measure to increase efficiency and effectiveness must be employed. Human resource management is the process of managing people while they perform their tasks and duties in the organisation The employment cycle is the entire process from selecting employees for an organisation, inducting and training them, to ultimately removing them from the organisation through retrenchment, retirement or dismissal. Policies are written statements of the processes and procedures, rules and regulations, responsibilities and strategies that organisations follow. Employee Participation is the process whereby employees become more actively involved in the decisions and operations of the organisation. The may include them being given greater responsibility and routine decision-making powers, the establishment of a team philosophy, the introduction of a quality management system such as TQM and greater opportunities from employee discussion with management.
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