Organizational Learning, Performance, and Change: An Introduction to Strategic Human Resource Development

By Jerry W. Gilley; Ann Maycunich | Go to book overview

term commitment to change by linking proposed changes to its guiding principles and core values. They need to help their organizations approach change rationally by continually clarifying the organization's goals in relation to its overall vision. HRD professionals should create and follow clearly articulated decisionmaking practices that align with the organization's values, and serve as a filter so that external forces do not cause major disruptions within the firm. Finally, the organization must learn to resist the natural tendency to deny the harsh realities of organizational change ( Patterson 1997, 47). Instead, HRD professionals should help organizations acknowledge these realities and apply strategies that help the organization become more adaptive to change.


Conclusion

One of the most important professional practice domains of strategic HRD is organizational change. It requires HRD professionals to shift their attention to the dynamics of the organization, assume new and exciting roles, examine the myths of change, identify and develop resilient employees, understand the relationship between organizational culture and change, and embrace change models that can be used to positively impact the organization.

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