Why do people resist change

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Reference no: EM133915

QUESTION 1

To promote understanding of possible approaches to achieving vertical integration (strategic fit between Business and HR strategies), Walker (1992) has put forward a useful analytical model for assessing the degree of fit or integration

(a) Explain why vertical integration may be desirable but it is not easy to achieve

(b) What is the distinction between Strategic Human Resource Management and Human Resource Strategy?

(i) The integrated process

(ii) The aligned process

(iii) The separate process

QUESTION 2

(a) Human resource development makes a major contribution to the successful attainment of the organisation's objectives, and investment in it benefits all the stakeholders of the organisation. What are the key elements of human resource development?

(b) The culture and structure of an organisation develop over time and in response to a complex set of factors. What are the key influences that are likely to play an important role in the development of any corporate culture?

QUESTION 3

(a) Most cases of change are of the incremental type which is accepted by employees as part of the evolutionary development of the organisation. What are the advantages and disadvantages of this piecemeal approach in organisations?

(b) Why do people resist change and what needs to be done to translate this resistance into acceptance?

QUESTION 4

One of the first explicit statements of the HRM concept was made by the Michigan School (Fombrun et al, 1984). They held that HR systems and the organisation structure should be managed in a way that is congruent with organisational strategy (hence the name matching model)

(a) Explain the philosophy and associated implications of the Matching model of Human Resource Management (HRM) for managing people in the organisation

(b) What are the criticisms that have been levelled against the Matching model of HRM?

Reference no: EM133915

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