Change Management
Instructions:
Today’s workforce is diverse in terms of age and other aspects that influence performance and success. Leaders must both motivate and support employees so that they can continuously adapt to change while creating opportunity in their careers.
Develop a 1650-word analysis of how change management can help retain or promote employee loyalty by taking into account:
Motivating individuals to stay engaged
Monitoring employee performance through the control function of management
Communicating the change process at both a strategic and tactical level
Include examples of the above from your workplace (past or present)
Include at least three peer reviewed references.
Format your assignment consistent with APA guidelines.
Solution.
Change Management
Introduction
Change management is necessary to an organization considering the natural resistance that people exude to change. Despite being viable and sound reasons for the implementation of change, a majority of the employees show resistance to the process. Employees in the change process develop the perception that their jobs are vulnerable and their job security may be at threat. As a former employee at Walgreens, the change was a facet of concern to the employees that required direct managerial influence to mitigate any issues raised by employees. Management is, therefore, integral to the change process in which they have to ensure that they communicate effectively to the employees. The goal of the management is to utilize change management towards motivation, communication, and monitoring of employees to meet the goals set. Implementation of well-crafted change programs should catapult the levels of motivation among the employees in the change management process. Therefore, this paper will examine how management can implement change management towards retention of employees through focusing on motivation, communication, and monitoring as core functions.
Change management assists leaders to make preparations regarding their employees for the new workplace, new employee engagement processes, and the approaches to drive positive outcomes. As such, employees exude acceptance or resistance to the change process that requires managerial input. From the analysis of Shields, et al., (2015) an ideal transition process is dependent on the policies or actions that the management adopts to necessitate positive outcomes. Johnston & Marshall, (2016) emphasize that management should appreciate that change management assists employees to re-evaluate their roles in the organization and quickly implement approaches towards effective performance. As such, employees represent an extensive budgetary allocation by the management in the change management process. Thus, the implementation of a smooth change management program should assist the management to optimize their employees as the most fundamental resource. Creating a well-planned change management policy is essential towards the reduction of workplace stress, improvement of employee engagement and welfare to necessitate overall satisfaction among the employees. Admittedly, employees yearn to feel valued, respected and recognized by the management. The well-planned change management program can lead to satisfied employees in the workplace. Additionally, change management initiatives that are led by professionals can result to a work environment in which employees are motivated and embrace the transition process in a smooth manner. Well planned change management program, as evident from Walgreens should encompass the following:
Motivation of Employees to Stay Engaged
The change process should commence with the comprehension of organizational and managerial motivation for change and the capability to successfully conform to the change. It is essential that the organizational leaders maintain transparency and honesty about the various reasons for the change. A thorough investigation into the risks and opportunities that are associated with the proposed changes should develop the most effective approach towards motivation of employees. An organization that has a hidden agenda concerning their employee’s role in the change process can result to low levels of motivation among the employees. Change management process should encompass motivational tools as central towards necessitating an effective change process among the employees. In line with the prospect of the motivation of employees, pundits such as Johnston & Marshall, (2016) emphasize that effective change practice has an influence on the employee attitude and behavior. There are tremendous effects that changes have on both individual output and organizational performance. Without organizational transparency, there are evident passive and active employees who are bound to emerge in the change process. Among the passive outcomes among the employees entail a reduction in employee commitment, job dissatisfaction, and employee disloyalty to the organization. In the change management process, ensuring positive passive outcomes is crucial for organizational success. As a clear example, in past employment at Walgreens, employee satisfaction was indicated by the level at which the online business was successful in handling customer issues and ensuring quality service delivery. High employee satisfaction and commitment were the determining factors to the success of the online business as a result of managerial approaches towards motivating employees. Hence, to enhance the motivational employee levels, it is viable that the management stimulates the passive job outcomes through focusing on new approaches to motivation, remuneration and career development. Career development is an effective and successful initiative by any organization towards sustaining an environment whereby employees reach high levels of the individual job description which translate into improved levels of remuneration. Remuneration, Johnston & Marshall, (2016) assert that it is directly related to the level of motivation among the employees. Heightened levels of remuneration translate into high levels of motivation among the employees which in turn improves their productivity. Hence, the incorporation of reward schemes, career development and remuneration should form the core factors of the change management process to enhance motivation and ensure employees remain motivated.
Monitoring Employee Performance via Control Function of the Management
The most effective way to manage change is through the implementation of control. Control as part and parcel of management should be focused on monitoring performance of the employees throughout the phase of change. Hornstein, (2015) affirms that control should be viewed as an agent of change in monitoring performance. Accordingly, monitoring of employee performance is integral and forms a link towards selling the change as a positive outcome in the organization with the focus on dispelling rumors. Internalizing the monitoring approach should present a viable environment in which the management can obtain insights and observations about the progress of the change process. Hence, in the change management process, it is a notable approach to encompass or adopt control to necessitate effective performance monitoring. A review of the change process by the management assists the leaders to plan and adjust to the new workplace. In the past employment at Walgreens, the control function was implemented through a multi-pronged approach that entailed the following steps:
- Establishment of a data metrics to evaluate the progress of the change process
- Communicating with the employees to make adjustments and avoid regressing in performance
- Establishment of targets to be met by the employees that are accompanied by financial rewards
Through the above control measures, Walgreens managed to improve the performance of the employees and nurture an environment in which employees were appreciative of the control measures of the organization. Therefore, from the example, it is evident that change management is a continuous action that is dependent on the data collection and control measures that the management implements. The control initiatives that the management uses should form a foundation towards continuous improvement of the business operations. As the company changes, monitoring of performance should be mandatory to justify the change process (Shields, et al., 2015). Without comprehensive control measures by the management, enhancement, innovation and determination of the progress of the change process cannot prevail. Admittedly, performance management through the control function of management should be critical towards sustenance of an enabling environment that is built on comprehensive policies towards the change process.
Communicating Change Process at both Tactical and Strategic Level
The function of change management, in reference to Hornstein, (2015) is to necessitate leverage and enhance the performance of the employees both at the tactical and strategic level. From the beginning of the process, it is imperative to encompass an open communication to reduce costs and eliminate the prospects of unhappy, inefficient and disengaged employees. Change management policies are designed towards uncovering any managerial or employee concerns both at the previous and new workplace environment. It is, therefore, advisable to implement comprehensive communication strategies to mitigate any pertinent aspect among the employees. Hornstein, (2015) asserts that quick discovery of the controversial issue that employees grapple with can be handled sooner as opposed to a later date in which unnecessary changes can prevail hence impacting on the change management process. Communication, in reference to Hornstein, (2015) should form a fundamental tool in the strategic and tactic level of the change management process due to its effectiveness in uncovering any pertinent issue among the employees. Encompassing communication in the change management process ensures that modifications or amendments are made to suit the needs of both the employees and the management. Communication should be based on a face to face manner in which employees can air out their grievances to the management. Communication is a viable approach since employees will tactically be involved in the examination of the programs, processes and the deployment of the new strategies towards performance. As a clear example, at Walgreens, in the implementation of online business, it was imperative that the management communicated to the employees on the need to review company values, deployment of new technology and its effect on the employees. As such, the adoption of online business entailed the re-training of employees to conform to the growing online market. Hence, the use of communication in at the start of the change process was imperative to necessitate coordination for the successful transition process.
Change communication, as per the research by Shields, et al., (2015) ensures that the employees who may be affected comprehend the change and are well prepared for the transition or transformation process. Communication should denote a multi-pronged strategy that is targeted to the most important section of the employees (Shields, et al., 2015). At Walgreens, as an example, the main focus of change communication was the employees at the sales and customer relations department. Further, in the communication process on the new tactics and strategies that the organization aims to implement, clarity, concise and honesty in the relay of information is mandatory for employees to adjust properly to the workplace. Employees would prefer to have information on the new technologies, design and the how the transformation may affect the operational dynamics. All in all, in the change management process, the harnessing of communication should form the most effective tool towards necessitating a successful transformation process.
Conclusion
Change management is fundamental for
any business especially in improving their operational dynamics for profitable
outcomes. From the above analysis, the change management process should
encompass communication, motivation, and control for a smooth transformation
process. Through the three approaches, employees are involved in the management
which is integral for heightened profitability and productivity. The
involvement of the employees in the change management process is pivotal to
sustain an organization that can reach higher levels of performance.
References
Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.
Johnston, M. W., & Marshall, G. W. (2016). Sales force management: Leadership, innovation, technology. Routledge.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., … & Plimmer, G. (2015). Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.
