Human Resources Change Management Plan Term Paper

Pages: 15 (3797 words)  ·  Bibliography Sources: ≈ 16  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

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" Next stated in the work is the fact that "Unfortunately, the federal government's strategic human capital approaches are not yet well positioned to enable the needed transformation."

The GAO report stated that the challenges still faced are in "four key areas stated to be:

"Leadership"

"Strategic Human Capital Planning"

"Acquiring"

"Results Oriented Organized Culture"

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In the area of leadership the statement was to the effect that those agencies who are the top leaders need to make provision of the commitment and inspiration in addressing human capital and other interrelated issues in transformation. In the article "Strategic Human Capital Planning," the planning efforts toward the human capital within the organization need to be more "fully and demonstrably integrated with mission and critical program goals. The actions state as being vital in the area of "Acquiring" is the development and retaining of talent with additional efforts needed in the recruitment, hiring, professional development, and retention strategies to ensure that agencies have the needed talent." Results-Oriented Organizational Cultures refers to the lack within the agency of organizational cultures that: "promote high performance and accountability and empower [as well as] include employees in setting and accomplishing programmatic goals. The progressive model of government reform suggests that the government structure be the same as the framework within a corporation and in fact that the key barrier to effectiveness within government organizations is the structure itself. Knott & Miller (1987)

Term Paper on Human Resources Change Management Plan Assignment

According to Paul Volcker of the Volcker Commission government reorganization is inclusive of a "very sensitive political constituency" in terms of problems of turf between the agencies. While there are those who argue that the government should forget restructuring it is true that a transformation such as the Volcker Commission has envisioned will require a complete structural reformation. In fact there are opinions such as "In the private sector, structures are generally designed by participants who want the organization to succeed. In the public sector, bureaucracies are designed in no small measure by participants who explicitly want them to fail" (Moe, 1989, p. 326) Moe holds as true that the federal agencies are structurally game pieces which are used in negotiation of political issues and used as well among special interest groups for propelling strategic plans. In other words there are inefficiencies literally created within the structure and agency design to serve political purposes.

Four tasks of government restructure design:

Four tasks of government restructure design around core mission ensuring that the structure is one which is effective are the tasks of:

Task One: Identification of core mission

Task Two: Division of current executive branches in line with mission

Task Three: Correction to the structure as time goes on Task Four: Maintenance of the mission-based structure in the future

The definition must be applied to the mission or the mission accurately stated prior to the initiation of the restructuring can begin. It is important to know that a new structure design is not one conceived instantly or over night but is something that will take time and commitment The work entitled Demonstration Project and Alternative Personnel Systems: HR Flexibilities and Lesson Learned" describes the lessons needed in the implementation of change in improvement of Federal human resources management. The lessons are "based on the testing of a wide variety of demonstration projects and alternative personnel systems.

The Veteran's Administration bylaws state that the service provided to veterans will be shaped by the "needs," "preferences" and "expectations" of the veterans who in their mission of providing benefits to the veteran have set as their goal to "care for him who shall have borne the battle and for his widows and orphans." The VA employees over 250,000 employees and out of 2004 appropriations of $62.860 billion the amount of $33,734 billion was to the benefits program of the VA, $28,369 billion was appropriated in medical care for veterans and another $422 million went toward burial and associated benefits.

The VA owns many various properties including medical institutions as well as historical sites and buildings. The management of property is a large task in the VA structure. Stated in the literature Office of Veteran's Affairs, Office of the Secretary July, 2003 HR Change Management Plan: Managing Change is that the VA has been named a model whose role is to be followed by other countries. A mandate in September set the VA as being "the principal advocate for veterans with the obligation of providing benefits and other services such as medical care, social support and lasting memorials in recognition of their service. The core values of the VA are stated to be: "The Veterans who have earned respect and commitment from their country in the form of healthcare, benefits and memorial service." Stated as being that which "drives the actions" of The VA are those needs of provision by the Veterans of the U.S.

. Secondly, the performance of the best possible job with pride in the job and third with a commitment to highly skilled and compassionate delivery of services in a diverse workforce. Fourth, a culture of respect, equality, opportunity, innovation and accountability is fostered in the VA organization. The VA knows that communication is crucial and has an open accurately and timely communication structure and seek continuously for improvements that might be made. Carefully listening to the concerns of the Veterans is that which guides the perpetual change management of the organization at The VA.

Plan and Timetable

Change management within any organization whether public or private sector will be an ongoing and growing process that is adaptive to changes and shifts as well as diversities within the environment. Change management is a process of change that "goes with the flow" so to speak in that the management adapts to the factors in the environment of the organization. Since the main factor in the environment is that expressed in terms of people or, as is now the correct definitive that of "human capital" management in the organization as well as the "customer-centrically-managed" organization in today's government business environment. Indeed, were a government organization to be in actuality managed as though it were a private sector organization, then the government would be much more well-managed with a customer-centric focus and the customer's needs would be the driver of the entire business thereby perpetuating an endless change whether by functional change in need or by societal standards or laws of the institution.

There are many aspects to that which is causative in the mismanagement that is evidenced in recent reports, however, it is now a transformational environment and it is vital that government organizations becomes more focused toward the people patronizing the service with their sacrifice of many times the lives of veterans, but also the service of other public employees of which there are a multitude who have earned well their benefits and compensations. If the government organizations were to tighten up the hatches of the business process then the efficiency evidenced would be resulting raises, higher benefits to clients and those receiving services and the entire spectrum inclusive in the transaction ultimately receives benefit.

HR Policies and Practices

The belief among the private sector is that managers either run off employees or retain employees and that this one factor is the decisive factor in the loss or retention of employees. Good managers know that they are, either through what they do or don't do, the ones who make the difference. They know as well that the organization cannot be corrected through the mandates of the 'powers that be' but must be from genuine respect and cooperation that grows within the cultivation and well-managed work environment. Friel (2002) Worker's comments include the following taken from a Bordia and Cheeseboro Survey:

Managers should make their expectations clear and explicit.

My boss is afraid to allow creativity instead settling for mediocrity.

My boss mis-manages a lot. He checks in almost hourly.

My supervisor is almost a free-rider.

When I was new my boss acted as though I had nothing to contribute.

According to the work of Friel (2002) "Many federal managers blame the system" using arguments inclusive of the following:

Being hamstrung by Federal personnel rules

Being chained by the budget process.

Being held back by public perceptions of government inefficiency.

Being chained by political environments in which they operate.

Complaints are both systemic and individual according to Steve Kelman, a present professor of Harvard Law and formerly a Clinton Administration procurement official. (Friel, 2002) There are those who state that the government organization has trouble attracting top-notch managers due to the lack of compensation comparable to the public sector.

Another problem which exists in organizations such as the non-profit organization of Legal Services the guidelines in actuality create barriers both for the provision of service as well as within the processes of providing and receiving services. The process in Legal Services is not historically customer or client-centric but focused on processes of theory or organization with adherence to other priorities. In many agency… [END OF PREVIEW] . . . READ MORE

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