THE CHANGE MANAGEMENT PARADIGM IN THE CONTEXT OF HUMAN RESOURCE MANAGEMENT

Анотація

The article explores the change management process from the perspective of human resource management, taking into account the functioning peculiarities of modern organizations. The influence of organizational inertia on its adaptability to external and internal environment demands, as well as its ability to change, is identified. Based on organizational criteria, the impact of inertia on the speed of change for different organizations is determined. It is argued that organizational changes are complex, hard to predict, and somewhat conflicting processes, requiring the consideration of human resource management specifics. The study demonstrates that the human aspect plays a fundamental role in any change process, as the potential and interactions between employees and organizational leaders define the success of change implementation. Practical recommendations for enhancing the effectiveness of change components are provided using D. Gleicher's change formula. Typical mistakes in change implementation are detailed, and managerial approaches to prevent such symptoms are proposed. The most significant reasons inhibiting the achievement of personal goals by both managers and individual employee groups are identified. Approaches for more effective time utilization and the implementation of individual and team changes are suggested. The typology of employees concerning changes is analyzed, and utilizing practical results from the diffusion of innovation theory, appropriate managerial directions are identified to activate collective efforts towards change. The application possibilities of D. Kolb's four-stage learning cycle for engaging and implementing changes among various employee psychotypes are substantiated. The study concludes that different employee types exhibit different strengths and weaknesses, motivating and demotivating factors, as well as diverse needs and prospects for personal development. Considering distinctive characteristics, motivational and demotivating influences, and risk zones in professional activity, the main employee types are delineated, accompanied by recommendations to mitigate risk zones during their integration into the change process.

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