Maximizing Human Resource Potential

in the midst of Organizational Change

By:
Tan Ngoh Tiong
National University of Singapore

Aim: To examine how change affects an

organisation's human resource potential
The paper identifies nine factors that can
maximize human resource potential of an
organization:
Individual Factors:
1)Coping Methods
2)Tolerance for Ambiguity
3) Self-efficacy
4)Flexibility
Organizational Factors:
5)Organisational Climate
6)Social Support
7)Working Relationships
8)Information about change

Findings & Conclusion:

1)Individuals who employed active coping strategies are
more comfortable in dealing with stress and change.
2)Employees having high tolerance for ambiguity, high self
efficacy, high social support, good working relationships
report higher work motivation, personal well being and
loyalty to organization.
3)Flexibility and organizational climate do not effect human
resource potential.
4)If Individuals are given more information about change and
they are allowed to take part in change, it maximizes human
resource potential.

Relationships between employee

readiness for organisational
change, supervisor and peer
relations and demography
By:
Naihmullah Shah
Syed Ghulam Sarwar Shah

Aim: This paper aims to explore the relationships and predictive

power of supervisor and peer relations along with demographic
factors towards employee readiness for organisational change in a
developing country

Methodology

Sample size of 1000 full time employees

Questionnaire for data collection
Descriptive statistics and Pearsons correlations are obtained
using Statistical Package for Social Sciences (SPSS)
Multiple regression analysis (MRA) is used to test a number of
hypotheses
Multi analysis of variances (MANOVA) is applied to find the
relationships between change readiness and demographic
characteristics

Findings & Conclusion:

Supervisor and peer relations (independent variable) and the
number of dependents and younger employees (independent
variables) have positive and significant relationships to
readiness for change
Employees who had more dependents felt more open to and

Achieving organisational change

through values alignment
By:
Christopher M. Branson

Aim: To establish the interdependency between the successful

achievement of organizational change and the attainment of values
alignment within an organizations culture and then, second, to
describe an effective means for attaining such values alignment

Methodology: Literature from the fields of organizational change,

organizational culture, philosophy, psychology, and values theory is
reviewed

Hypothesis: Successful organisational change can only occur

when those affected by the change are able to willingly commit to an
agreed set of values aligned with the accomplishment of the
organisations new outcomes

Findings & Conclusion:

Resistance to organisational change is caused by a failure of current

organisational change strategies to attend to a values alignment
process for all those people affected by the desired change
Values alignment is the bedrock, the foundation, upon which all
truly successful organisational change depends

Thank You