BBMC4103

BACHELOR OF HUMAN RESOURCE MANAGEMENT WITH HONOURS

JANUARY / 2023

BBMC4103

CHANGE MANAGEMENT

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Table of Contents

1.0 company background......................................................................................................1

1.1 Case Study...................................................................................................................2

2.0 IDENTIFICATION OF THE EMPLOYEE BEHAVIOUR...........................................3

2.1 Misunderstanding and lack of trust.............................................................................3

2.2 Having a different perspective on the issue.................................................................3

3.0 The Driving Forces of Change........................................................................................5

3.1 Opportunities for personal development and growth..................................................5

3.2 The chances of a brand-new task.................................................................................6

3.3 A decrease in workplace boredom..............................................................................6

4.0 THE DRIVING FORCES OF CHANGE.......................................................................7

5.0 THE RECOMMENDATIONS.......................................................................................8

PART II....................................................................................................................................10

ONLINE CLASS PARTICIPATION......................................................................................10

REFERENCES.........................................................................................................................12

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1.0 COMPANY BACKGROUND

Peninsula International School Australia, Malaysia Campus (PISA) is the first

International School in Malaysia to deliver the Victorian Curriculum and the Victorian
Certificate of Educational in partnership with Peninsula Grammar in Morington Peninsula,
Victoria. Such programmes operate under license to the Victorian Curriculum and
Assessment Authority known as VCAA. PISA is also a part of the Edusentral development,
which is being developed by HCK Properties Sdn Bhd, a subsidiary of HCK Capital Group
(HCK). Since 2018, PISA has provided K12 education (early childhood through pre-
university). PISA is administered by HCK in partnership with Melbourne, Australia's
Peninsula Grammar School. PISA is located in Setia Alam and it approximately 45 minutes
away from the Kuala Lumpur City Centre.
PISA is part of HCK Capital Group Bhd, controlled by businessman Tan Sri Clement
Hii group executive chairman. Tan Sri Clement Hii, a Bachelor of Laws (Hons) graduate
from the United Kingdom. He was the Executive Deputy Chairman of Star Publications (M)
Bhd for two years, and is active on social media. He is also the Group Managing Director of
SEG International Bhd., which owns and operates one of Malaysia's largest tertiary education
providers, and holds positions in numerous private limited companies and charitable
foundations. He and his organisations place corporate social responsibility as one of their top
priorities.
PISA has approximately 500 students in the Early Years, which are for children aged
4-5 years old, the Foundation to Year 4, Primary Years 5 to 8, and Secondary Years 9 to 12.
In PISA, the Victorian Curriculum of Australia is renowned for its holistic approach to
education. Social-emotional competencies, environmental education, and play-based learning
are all components of Australia's renowned educational system. PISA provides students with
the information and abilities necessary for lifelong learning. Students are educated to be well-
informed and aware of current events so that they can take an active role as global and
community citizens.
About 50 teachers work for PISA. Under the direction of the school's principal, they
do their jobs as teachers as needed and according to the school's rules. On top of that, PISA
has about 30 people working in administration who make sure that all departments in an
organization work well. They act as a connecting link between the senior management and
the employees, the academics, and the management. They provide motivation to the work

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force and make them realize the goals of the organization. They are from various
departments, including Human Resources, Finance, Procurement, Marketing, and Facilities.

1.1 Case Study

The focus of this assignment was the impact of change management within the setting
of a PISA administrative office involved in a system implementation upgrade using a
business process project in which employees’ jobs wereaffected. Change is inevitable and
prevalent in all parts of life, and the management of any change varies considerably across
organization types. Most commonly, opposition to change stems from unfavorable employee
behavior.
A new school principal comes in and makes the statement that the school must change
in order to survive. Said school principal puts forth a plan for where the company needs to be
in 1 year and how the employees should perform their work from now on. No communication
explaining why this change is necessary for the business or how not following the changes
will impact the employees or the business has been sent out. The only thing the employees
notice is that several positions have been cut or "repurposed". This makes the employees of
the company feel insecure, unvalued, and frankly scared that their contracts might be
terminated soon as well. Resulting in a lack of motivation, project delays, and quite likely, a
loss of the company's high-performing employees.
Change management is a concept that emphasizes the human aspect of any change
initiative. It has a beneficial impact on employees by reducing stress, reducing ambiguity, and
providing a clear picture of the future. However, it can also lead to resistance to the change
until it is understood and accepted.

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2.0 IDENTIFICATION OF THE EMPLOYEE BEHAVIOUR

Employee behavior is the way in which employees respond to specific circumstances

or situations in the workplace. It is shaped by their culture and organization's culture, which
affects how they communicate and interact with one another and with management.
Additionally, an employee's beliefs affect their ethics and sense of ethical responsibility.
PISA has identified two employee behaviour has impact the management change such as:

2.1 Misunderstanding and lack of trust

Employees who do not understand the issue or the need for the company to change are more
likely to oppose planned changes. This is a communication difficulty, and it falls in the hands
of the new school's principal or management to create and express a clear message as to why
the change is essential. If that explanation is poorly done or if the employee is just not getting
a significant level of information and openness, the employee will almost certainly react
negatively. It makes sense; if anything changes that affects your livelihood and the revenue
source you rely on to support your family, you'd want to be kept informed. The key here is a
strong message from higher management, as well as a desire and commitment to being as
open as possible.

For example:
"My work doesn't seem to be going anywhere."
What employees really mean is, "I need a bigger goal or a better grasp of the vision we're
trying to reach."
"I do all of the work, but they get all of the credit."
What employees mean: I've noticed that my coworkers get noticed more than me, even
though I do important work. Do I have something wrong with me? Please tell me what you
think so I know what to do about it.

2.2 Having a different perspective on the issue

Many managers believe that every person in the firm has the same degree of business
knowledge as they do. It leads them to believe that once they have chosen to implement a
change program aimed only at saving the company from bankruptcy, every employee will
comprehend the purpose behind the project as well. Employees may be resistant to this
unusual viewpoint, depending on several degrees of knowledge. Employees often resist
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change due to a lack of understanding of the benefits and disadvantages of the change, such
as a worker's council refusing to allow cameras in changing rooms.

For example:
The Principal should only share information with senior management, but important
information can get out to team members, which can lead to both true and false rumors.

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3.0 THE DRIVING FORCES OF CHANGE

The ability to navigate the never-ending cycle of change is essential for success in any
organization. Understanding the causes driving change and how to lead, embrace, and
manage it is essential for creating a better future and achieving success in both professional
and personal life. External forces are those changes that are part of an organization's general
and business environment, such as demographic, social, political, and technological ones.
Demographic changes can require an organizational change in culture, while social trends can
pressure organizations into making changes. Political restrictions can be as simple as a
change in the minimum wage for employees or as complex as the rules and restrictions
governing fair competition. Technology can make or break a business, and economic
downturns can have a major impact on businesses. While organizations can experience
internal forces of change, which can be related to external forces but are significant enough to
be considered separately. These can include low performance, low satisfaction, conflict, or
the introduction of a new mission or new leadership. These influences are both external and
internal, and if not understood, they may be difficult for both leaders and team members.
Employees are receptive to change when it gives them possibilities for personal growth and
development, new challenges, makes the job more fascinating and less dull, or allows them to
participate in determining the organization's outcome or future.
In PISA, there are four characteristics that make it easier for employees to accept and
oppose change. These considerations have been used while deciding on a change
management approach and the influence the change project has on particular individuals. The
following are reasons for employees to accept change:

3.1 Opportunities for personal development and growth

The most important idea is that a potential change can give employees a lot of opportunities
and allow them to develop as people if it is presented and talked about in the right way. For
example, when the new principal of PISA's school Principal changed the culture from
"cutthroat" to "empower and support everyone," employees were encouraged to think about
how they could help their coworkers or use work from other colleagues. This gives
employees a lot of room to grow because they have to learn a wide range of skills that weren't
needed at first. It's important to be clear about this information and explain why this is an
opportunity.

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3.2 The chances of a brand-new task

Employees can move to a different role or even a different company, but they can still enjoy
working for their current employer. If the organization has put forward a change initiative,
they can be asked to find new ways to make the initiative happen. This can be especially
exciting for younger workers who are eager to show what they can do.

3.3 A decrease in workplace boredom

Change can be both stressful and exciting because it puts a new challenge in front of the
mind. If something changes in the company, an employee who has been doing a job that isn't
very interesting might find something to get excited about again.
The chance to participate in and influence the result
Change can be exciting and keep employees interested if they can take part in it. Both Gen Z
and millennials believe in working for a purpose and trying to make a difference, but Gen Z
is more focused on the future, such as how the environment will change in the future. This
makes it even more appealing for them to be a part of the change. Therefore, PISA has to
ensure that all employees have a teamwork spirit to blend the new idea in order to achieve
company goals.

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4.0 THE DRIVING FORCES OF CHANGE

Restraining forces are forces against change, such as increased efficiency, known
strengths, and skills, while driving forces are fear, a lack of rewards, and a lack of training.
Poorly managed change may cause increased stress, resistance, and uncertainty among
workers, resulting in high-performing people leaving the firm, incurring additional
expenditures, a loss of productivity, and a decline in work quality.
When change isn't handled well, it can make a person feel stressed, which is a normal
reaction to change. If PISA doesn't use change management strategies or doesn't take the
human side of change well into account, it will make an employee feel insecure and more
likely to leave the organization. This is the worst thing that could happen, because the most
valuable employees are the ones who are most likely and quickest to leave. This will be very
costly to the PISA because replacing a high-performing employee can cost 1.5 to 2 times the
employee's annual salary. Furthermore, losing the high-performing employees will lead to a
drop in productivity and quality of work since people will always be worried about the
change and how they should keep the fort with all the other challenges.

An employee may suffer negative effects as a result of a company's failure to successfully

manage change, which may include increased stress and uncertainty as well as a desire to
explore different career paths.

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5.0 THE RECOMMENDATIONS

Employees' resistance to change is natural, but it can be overcome by making it clear

why change is needed and talking to them often. This includes explaining why the change is
happening, what the main roles are, if there are any changes to the management structure, and
how employees may be affected. Organizations should use education and communication to
reduce the fear of change. Facilitation and support require active listening and counseling,
while negotiation and agreement recognize the role and power of others in the success of the
change effort. Manipulation and cooperation can be a quick and easy way to minimize
resistance, but they can also lead to mistrust and resentment on the part of those manipulated.
Explicit and implicit coercion can be used to push past change, but it doesn't build
commitment.
PISA should appoint change champions to spread positive messages and get feedback
from employees, give support to make sure employees get the right training and information,
and create a culture of learning to foster a growth mindset. It should also use a team approach
to take into account the different kinds of people who work there and a wide range of points
of view. Understanding the different things that motivate employees will help determine how
they will react to the change based on what motivates them. A phased approach to
implementing a change program helps make the change process smooth and easy. There are
three steps to take: define the strategy for managing change, make a project plan, put together
a project team, and list the key roles. To put the change into action, track its progress, use
management expertise, get feedback, look at it, and make changes when necessary. In
addition to the above factors, PISA should have a good change-related strategic
communication plan and survey employees before and after a change is made. They should
also meet with employees one-on-one to hear their concerns, communicate clearly,
consistently, and completely about the change, use formal and informal communication
methods, ask employees for feedback, look at worst-case scenarios, and come up with ways
to deal with them.
The most important things in this assignment are the basic rules for managing change
well. Some of these principles include creating a good environment for change, letting people
know how important the change is, guiding teams where the change is happening, and giving
a clear vision to get the transition process going. Also, it's important to get the organization
involved and give them the tools they need to make changes, assign responsibilities, and
implement and maintain the changes. Lastly, giving people short-term successes can help

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keep morale and enthusiasm high. The most important thing to take away from this text is
that you need to stay focused and keep up the pressure to get what you want.
During the change process, if the target goal changes, make changes to
responsibilities or procedures to keep the drive and focus going. Once the change has been
made and the project is done, it's time to solidify the new status quo and move the
organization from a state of change to a state of stability so that the change can last. Lastly,
going over the results and thinking about them helps the group get ready for the next time.
With a change management team that has already figured out what went wrong in the past
and learned from it, any new changes can be seen as positive opportunities for the
organization.

No of words: 2511

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REFERENCES

1. Turner, K. (2017). Impact of change management on employee behavior in a

university administrative office (Doctora Chaudhry, S. (2018).
2. Managing employee attitude for a successful information system implementation: A
change management perspective. Journal of International Technology and
Information Management, 27(1), 57-90.l dissertation, Walden University).
3. Gill, R. (2002). Change management--or change leadership?. Journal of change
management, 3(4), 307-318.
4. By, R. T. (2005). Organisational change management: A critical review. Journal of
change management, 5(4), 369-380.
5. Sirkin, H. L., Keenan, P., & Jackson, A. (2005). The hard side of change
management. Harvard business review, 83(10), 108.
6. Mento, A., Jones, R., & Dirndorfer, W. (2002). A change management process:
Grounded in both theory and practice. Journal of change management, 3(1), 45-59.
7. Hornstein, H. A. (2015). The integration of project management and organizational
change management is now a necessity. International journal of project management,
33(2), 291-298.
8. Kitchen, P. J., & Daly, F. (2002). Internal communication during change
management. Corporate Communications: an international journal, 7(1), 46-53.
9. Aladwani, A. M. (2001). Change management strategies for successful ERP
implementation. Business Process management journal, 7(3), 266-275.
10. Kavanagh, M. H., & Ashkanasy, N. M. (2006). The impact of leadership and change
management strategy on organizational culture and individual acceptance of change
during a merger. British journal of management, 17(S1), S81-S103.

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