Abstract
Although organizations are conscientious that there are many obstacles during the implementation of a strategic change, few concrete actions are carried through in this direction. With organizational change assuming a permanent characteristic in firms’ routine, it is important to analyze the impact of recent changes. The objective of this paper is to investigate the relationship between human resource practices and employee’s perceptions of strategic organizational change. A case study was conducted in a large Brazilian mining organization. This firm has been carrying out a strong process of organizational development in the past five years. The sample size is 234 respondents. The partial last squares (PLS) method was utilized. The results suggest that the success of a change implementation also depends on how HR practices are perceived. This is a powerful tool that managers may utilize to minimize the negative impact of the changes. Moreover, this result confirms that HR management is strategic to organizational development, and it should participate actively in the strategy development and implementation processes.
Highlights
Organizations are conscientious that there are many obstacles during the implementation of a strategic change, few concrete actions are carried through in this direction
Creativity and innovation have been so important, specially because of the success teams depends on the knowledge that flows, but of the volume of innovation that can be generated (CABRERA et al, 2006). Considering these concerns, the aim of this paper is to investigate if human resource practices, adopted by the organization, help the strategic change implementation process
The main question is proposed: What is the relationship between human resource practices and the organizational change perceived by employees? The human resource construct is composed by six variables that represent the human resource practices adopted by the organization analyzed
Summary
Organizations are conscientious that there are many obstacles during the implementation of a strategic change, few concrete actions are carried through in this direction. The results suggest that the success of a change implementation depends on how HR practices are perceived This is a powerful tool that managers may utilize to minimize the negative impact of the changes. Creativity and innovation have been so important, specially because of the success teams depends on the knowledge that flows, but of the volume of innovation that can be generated (CABRERA et al, 2006) Considering these concerns, the aim of this paper is to investigate if human resource practices, adopted by the organization, help the strategic change implementation process. It means that how employees perceive human resource practices influences their perception of organizational change. After explaining the methodology, data analysis and findings, the conclusions were presented
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