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Abstract
A wide range of people-centric practices are postulated by scholars from the fields of organizational development (OD) and human resource management (HRM). These practices aim at resolving various issues through influencing people. The present study has envisaged that change implementation effectiveness can be enhanced with people-centric interventions. For this purpose, a systematic literature review technique involving multiple stages of analysis has been adopted. The nine most cited change models have been critically reviewed, exploring the role of people-centric intervention in effective change implementation, followed by an examination of the subsequent studies, where these models have been empirically tested/applied. The analytical examination shows that the OD/HRM practices, viz., training, reward, communication, and cross-functional teams, could be applied in different phases of change implementation to influence the response of employees (change targets) and facilitate effective change implementation. As an outcome of in-depth analysis, a conceptual model is proposed which shows linkages between people-centric interventions, response to change, and effective change implementation. The major contributions of the present study include a crossreferenced analytical scrutiny of extant literature and a conceptual change implementation model.
Keywords: change implementation, response to change, OD, HRM, change model
Change implementation is considered effective if the organization has achieved the objectives of the change introduced within a set time frame and if the targets of change become accustomed to the new circumstances (Tenkasi & Chesmore, 2003). The present research is motivated by the findings that change efforts have a high rate of failure and that employee resistance is one of the major factors contributing to failure. At the outset, we propose that effective change implementation will be possible through a twin-edged policy, where efforts are made to tackle resistance, whether active, passive or aggressive and at the same time enhance change acceptance. Piderit (2000) viewed the response to change as a multidimensional attitude. Implementation of change is the attitude object in the context of our study. Building on this ground, it is proposed that individuals' response to change is responsible for framing employees' behaviour.
This paper envisages that people-centric interventions have a significant role in managing people (change targets), including change-related issues. The research objective is to highlight the role and significance of organizational development (OD) and human resource management (HRM) practices...