Evolving Practices in Human Resource Management: Responses to a Changing World of Work

By Allen I. Kraut; Abraham K. Korman | Go to book overview

CHAPTER 12
Helping Organizations
Change

Coping with Downsizing,
Mergers, Reengineering,
and Reorganizations
David M. Noer
Those of us attempting to understand and practice leadership, organizational psychology, and management today find ourselves the victims of an ancient Oriental curse: we are really “living in interesting times!” What is taking place is that we are experiencing firsthand the fundamental change in worldview that Kuhn (1980) described as a paradigm shift. It is a basic and irrevocable shift in the way people connect with their jobs, and it strikes right to the heart of our theory and practice. What has been called the new paradigm or the new employment contract, or may be more plainly described as the new reality, makes us uneasy at best and at times troubles us deeply. This is because many of our core beliefs and values concerning such things as loyalty, motivation, and commitment were shaped in the old reality and require some reshaping in order to be relevant in the new world. As our beliefs have been reshaped, we have come to understand that four concepts are important to the researcher and practitioner alike:
Motivation and commitment are not irrevocably bound to lifetime employment, organizational loyalty, and fitting in.

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