International Journal of Academic Research in Business and Social Sciences

Vol. 9 , No. 3, March, 2019, E-ISSN: 2 22 2 -6990 © 2019 HRMARS

A Review of Human Resource Change Management

Strategies in the Digital Era
Ong Choon Hee and Nanthinee Shanmugam
To Link this Article: http://dx.doi.org/10.6007/IJARBSS/v9-i3/5713 DOI: 10.6007/IJARBSS/v9-i3/5713

Received: 22 Feb 2019, Revised: 26 March 2019, Accepted: 08 April 2019

Published Online: 12 April 2019

In-Text Citation: (Hee & Shanmugam, 2019)

To Cite this Article: Hee, O. C., & Shanmugam, N. (2019). A Review of Human Resource Change Management
Strategies in the Digital Era. International Journal of Academic Research in Business and Social Sciences, 9(3),
521–531.

Copyright: © 2019 The Author(s)

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A Review of Human Resource Change Management

Strategies in the Digital Era
Ong Choon Hee and Nanthinee Shanmugam
Azman Hashim International Business School, Universiti Teknologi Malaysia, Johor, Malaysia.
Corresponding Author: [email protected]

Abstract
The intention of this paper is to address the existing issues faced by human resource personnel and
predict the future state of human resource management. In addition, change management strategies
were designed by using Kotter's change model. Human resource management and strategic
interventions were recommended to facilitate the transformation process of human resource
management. The concept of gamification was introduced to manage change that allows for smooth
structural change. Gamification creates a powerful human resource transformation plan to promote
better user engagement, process improvement and employee motivation. It helps employers and
recruiters to generate interest in their job openings for qualified candidates. Gamification
strengthens the brand of employer by distinguishing a company from its competitors and assists
transformation plan that leads to an innovative human resource workforce in the future.
Keywords: Change Management, Human Resource Management, Organizational Interventions.

Introduction
Today, people are addressed by rapid ongoing changes in every corner of life. Given the speed at
which the market is moving, many companies are out of their breath and struggle to keep the ladder
up. This means that successful business today depends on the ability of management to monitor and
adapt to fast moving changes. Organizations are adapting functional countermeasures to be fast,
reliable and comprehensive to survive in this business environment. Meanwhile, change
management is one survival key for many organizations in the current technological age. Change
management is defined as a systematic activity to prepare an organization for ongoing environmental
changes in a business and operation context (Ahn, Thiagarajan, & Ramasubramanian, n.d.). To
identify the need for change requires a thorough understanding of the current state of the operating
environment of the organization and a clear picture of how things could be efficient (Rissanen, 2016).
Based on Achieveit’s (2018) article, change management is simply defined as an approach to prepare
someone or group of people or organizations to a desired future state. According to Rouse (2014),
change management is about dealing with transformation of business goals, processes and

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technologies. Organizations are continually constrained to adopt new technologies to be competitive

and constantly review their strategies for survival. In this era, change management involves
innovative strategies and drastic measures to address changes (Gill, 2003). Change management also
can be percieved as a generative process that changes according to organizational needs and
preserves its overall vision (Carlo D’ Ortenzio, 2012). Based on Beckhard & Pritchard (1992), it was
quoted that change management is the most effective when learning and changing processes interact
positively with each other and when employers and employees realize that change is a learning
process and learning is a process of change.
The intention of change management is to implement change management strategies to control
change and to help people adapt to changes (Prosci, 2018). Change management strategies include
a structured process for requesting a change and mechanisms to respond and follow up on requests
(Rouse, 2014). In another context, change management is a key of survival for managers and leaders
in the organizations. The process should be structured in a way to manage people, processes and
technology in response to the changing business strategies so as to remain competitive (Anyieni,
2016). In many organizations, change management denotes the adoption of a new idea (Two &
Models, n.d.), procedure, process or behaviour which is innovative for an organization and presents
challenges when attempting to measure its effectiveness (Carlo D ’Ortenzio, 2012). There is currently
a new, more dynamic concept of change management that involves a gradual, continuous transition
from one working system to another (Njuguna, A., and Muathe, 2016). It is assumed that there will
never be a perfect match between working methods and market needs, so that permanent change
is necessary for survival. The rules of the game are changing. The transformation of human resource
management and the changing business environment have evolved with challenges significantly over
the past decades. Human resources management (HRM) is simply referred to as human resources
(HR) in organizations. The role of HRM oversight includes employee recruitments, hiring process and
managing employees in organizations with performance management and etc. In many cases, HR is
not part of the change in an organization. However, HR is the heart of business environment and
possesses a unique, differentiating and important role in accepting change. Experts and practitioners
debated that if HR wants to create added values for the organization’s business, it must become a
strategic partner for the company to achieve its business objectives (Acar & Yener, 2016). Kotter
claimed that 70 percent of change efforts fail even when experts facilitate effecting change. The best
organizational change model is believed to make differences within an organization when changes
are implemented. Change management has its history and a number of theories and models that
have been created during developmental stage to implement change effectively. One of the models
created by Professor John Kotter in 1996 is Kotter’s 8 Step Change Model. The model is used at
strategic level of a business organization to change its vision and transforming the organisation
subsequently. Kotter identified that highly successful organizations know how to overcome obstacles
that reject anything new. According to his theory, the central challenge in successful change is
changing people’s behaviour and not strategy, systems or culture. There are 8 steps in the model as
stated below:

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Step 1: Increase Urgency

Most successful organizations begin their significant change by creating sense of urgency. This
is to realize the benefit of change and encourage people to assist with the change.
Step 2: Build the Guiding Team
When urgency is created, powerful coalition of people with credibility, skills are required to
empower the change.
Step 3: Create a Vision
Then, a comprehensive plan should be created consisting of a vision and strategies to
accelerate the change. The vision should be able to convey a clear picture of what the future
of the adopted change.
Step 4: Communication for Buy-In
Next, communicating the vision to help people know that changes are forthcoming.
Communication should be done in a simple and understandable manner.
Step 5: Enable Action
Empowerment encourages and inspires people to adapt change. This will help in gaining
support from others and inspire to focus on vision by removing barriers that obstruct the
change.
Step 6: Create Short Term Win
Short-term win is necessary to prevent the loss of momentum and to keep the organization
engaged in the change activities. The success should be related to the change effort and must
be visible throughout the organizations.
Step 7: Do Not Let Up
The team should stay persistent to keep the urgency level high enough to implement change.
New goals need to be developed to maintain the continued growth of change in organizations
Step 8: Make It Stick
Fostering change and make required changes to focus on making the changes more
permanent.

Current Issues in the Human Resource Management

HR has always encountered many challenges in recruiting right talents and more importantly, to
retain them at a high level of understanding. Since, technology has been evolved so much in the way
we think, operate, communicate and react, thus in terms of people interaction, tools like the social
media have improved the workplace in many different ways. The selection process in the human
resource area of an organization is an activity involving several activities and tests. According to
“Critical Study of the Managerial Selection Practices in Malaysian Business Organisations, Edith
Cowan University,” 2001, in order to carry out this process, it usually takes a lot of time and costs by
using specialized services from external parties. However, technology has changed our perception of
how employees need to be involved and challenged in their workplace. The current generation also
poses an additional challenge for head of organization in general and for human resource managers
in particular on how to manage them effectively, as they bring unique skills and knowledge to their
work (Bui & Tian Van Zyl, 2016). As a result, it is imperative for organizations and HR managers to
invest money, time and energy in order to understand and leverage the way in which people think
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and act. Interaction is one of the most important features of recruitment and it is therefore very
important in terms of efficiency and effectiveness in recruiting talents. Employees and organizations
are crippled by organizational stress (Mekler, Brühlmann, Tuch, & Opwis, 2017). Sustainability of
human resources, which is the health and well- being of workers are now more important than ever.
Employees of the first and second industrial revolution were considered as labour-intensive workers
and those of the information age as data knowledge workers (Liu, Huang, & Zhang, 2018). Today, the
technological age employees are known as new generation and named as digital natives. This
generation has forced a change in the conventional ideologies of workplace management by
presenting organizations and HR managers with challenges on how to manage them, as they bring
unique skills and attitudes to work (Depura & Garg, 2012). In addition to employee productivity, staff
turnover and absenteeism in organizations, employee engagement is one of the most imperative
measures for an efficient human resource management (Nowacki, 2015). Representatives of younger
generations are bound to investigate and pursue some of the new tools and techniques that respond
more excellently to employee engagement (Nowacki, 2015). Employee engagement is an increasingly
important topic in organizations, considering that the reported financial, attitudinal and behavioural
gains of a committed workforce as a means of achieving efficient performance (Salleh & Sulaiman,
2012). Supervisors are typically responsible for motivating their employees to perform their jobs
effectively, mainly due to their proximity and close relationships with their co-workers (Abraham,
Kaliannan, Mohan, & Thomas, 2015). Therefore, organizations have begun to encourage and expect
supervisors to foster employee engagement. However, little is known on how employees are engaged
in observation, cooperation and learning from their superiors (Nowacki, 2015).

Future State of HR
In recent times, organizations has started to use gamification to recruit employees. As the
consequences of these comprehensive staffing developments are reported to be positive although
there were no clear statistics provided to measure their effectiveness objectively (Chow & Chapman,
2013). The recruitment process can be seen as a compelling design system. In other words,
gamification can be used to attract, engage and draw attention to a wide range of potential applicants
for the job offered (Chow & Chapman, 2013). Big Data has become the primary tool for HR
professionals in almost all aspects of work planning. People analytics with potential to handle huge
data and information about candidates, helps to make strategic personnel decision and forecast
future actions (Zsolt Fehér, 2018). Artificial intelligence and big data will be used to predict the future
behaviour. Next, analytics of social media is also evolving. Digital activities can be used to describe
people in terms of personal preferences that can predict their key talent indicators such as cognitive
ability and personality (Tansley, Hafermalz, & Dery, 2016).

Designing Change Management Strategies

Regardless of the size of the organisation, change is one of the constant practices in the business
environment today. Most changes in organizations fail because of resistance from the employees and
failure to communicate adequately. Research shows that changes are almost two times more likely
to fail owing to organizational resistance rather than technical or operational problems (Tichy, 1995).
In the present study, we highlight the change strategies for HRM practices by using Kotter’s change
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model. This model consists of eight steps which can be used to implement the process of change
successfully. First step in Kotter’s model is to establish a sense of urgency. Change will only happen
when people initiate it. Management should convince and motivate its people by inspiring them to
adapt change. In the event of HR recruitment practices, most of the job seekers are not really happy
with the lengthy hiring processes (Ang, 2017). Employees tend to reject the offer when it takes longer
processing time. 53% of the job seekers were exasperated by lengthy recruitment process in
countries which include Malaysia (Ranstad, 2017). The organizations are being likely to oversight the
chance of employing the best talent when the best change solution is not in place. Hence, HR has
urgency to transform their current practices to meet the market demand and increase the level of
employee engagement. Second step of the implementation is to create a coalition that consists of
knowledge and diversified people. HR managers need to form a diverse team with the right amount
of expertise in the area of change to boost energy in leading the team. The structure does not
necessarily base on limited hierarchy (Hassan, 2018). The broaden understanding of change
management can lead to positive outcome of the HR transformation plan. The third step is to create
vision and strategies for change. Develop a HR transformation vision and strategy that aligns with
change management priorities is crucial. Vision should identify HR initiatives and desirable future of
the plan. The energizing and focused strategies are the key strengths of the coalition to accomplish
the vision. Next important step is to communicate the change plan to the related workers directly or
indirectly. Acceptance is the crucial part for success of any change plan (Tichy, 1995). According to
Kotter, most of the change plan fails due to rejection. The team should prepare and implement a
detailed action plan, allocate resources and timeframe to put strategies into action. The fifth step is
to empower action. The team identifies and removes all the hurdles and provide support to
implement the change process. The HR management team will prepare an assessment such as short
survey to discover the current obstacles faced by the employees. Sixth, creating a short time
accomplishment will help in motivating people to maintain their momentum for change. Short term
win creates long term insights of the change management. Next, the HR leaders need to consolidate
gains and strive to maintain the momentum of change and ensure they keep moving. The goals are
streamlined and restructured to consolidate all the efforts together. The final step is to make the
change stick to the transformation plan, reinforcing the change and communicate frequently to make
things work permanently.

Recommending Appropriate Interventions

Intervention is a list of activities, action and events which are intended to improve organizational
performance. There are 4 types of intervention where they consist of strategic, techno structural,
human process and human resource management intervention. In the area of transforming HR, we
focus mainly on human resource management intervention and strategic intervention. HRM
intervention emphasises on individual performance in an organization. Some of the human resource
management intervention includes developing recruitment process, assigning task based on
employee job satisfaction, improving performance management, career development, improving
diversity programs and recognizing employee by rewarding them. Meanwhile, strategic intervention
is used to implement change in organisation strategic planning process. These interventions aim to
align different change factors initiated by the leaders in the organization.
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Human Resource Management Intervention

Basically, the term talent development in gamification is used as a systematic tool to deliberate how
new comers are motivated when they intent to learn how to endure and become successful in talent
selection process (Tansley et al., 2016). Gamification is such a strategic tool that can help the
company to make its employees work efficiently, recruit, motivate and also provide training to
improve their skills by taking part in the game as part of work progress. As everybody knows, game
is fun and organization tries to make the work environment as fun as well by applying various gaming
elements. Gamification uses principles of gaming for non-gaming situations (Robson, Plangger,
Kietzmann, McCarthy, & Pitt, 2015). The design processes reframe goals with the principles of game
design to become more attractive (Vehns, 2014). The gamification solution is aimed at achieving
organizational goals by using conventional gamification methods such as point collection, virtual
currency, badges or level with increasing difficulty as the basic of the game. Game thinking begins in
a wide range of non-game contexts, including organizational support settings such as human resource
management (HRM). Applying gamification concepts in organizations defines game mechanics for
non-game context applications to make them more participating and efficient in transforming human
resource management.

Strategic Intervention
Human Resource Management (HRM) is a key player in many sectors for selecting and recruiting right
talent. HRM practices outreach competitiveness and innovativeness which comes from people in the
hunt of new talents (Misztal et al., 2015). The biggest challenge in the age of transformation is when
people expect everything to happen in the blink of eyes. To be aligned with the goals, organizations
are looking for simplified and quick solutions in the aspects of selecting and recruiting people.
Apparently, the amount of potential job hunters and fresh comers for new employment positions has
expanded rapidly. The candidates have chance to accomplish extraordinary working potential when
finishing their undergraduate studies. In the huge number of capable and experienced individuals,
organizations need to recognize individuals who have great competitive advantage (Misztal et al.,
2015). To achieve an incredible upper hand, organizations must be imaginative and powerful in hiring
procedures; however innovativeness and advancement originate from organization background. In
fact, they have to enlist and select the ideal individuals for the ideal positions. In the age of
technology, gamification has boomed in many sectors. Game thinking solutions and decision making
tools were being applied in various fields. Malaysia is a well developing country which adopts the
emergence of new technologies widely. Organizations in Malaysia are moving towards Industrial
Revolution 4.0 which tipoffs smart organizations and transformation is highly applauded by the rising
industries. Hence, strategic intervention will help to transform an organisation to keep pace with the
evolving circumstances. Below are some of the examples of strategic inventions to be applied in HR
recruitment activities.

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Figure 1: Strategic Intervention Ideas for Recruitment

Conclusion and Limitations

Gamification is attractive and has become an innovative platform for organizations. It helps to
establish the brand of a leader in his field, particularly amongst young people. HR’s task is to obtain
talent and engage the best employees. They are responsible to ensure that they have skilful and
competent employees across the workspace. Gamification tool has the potential to reveal the
capabilities of candidates by providing them with a simulated job platform. It also helps to reveal the
candidates real behaviours. Gamification has several advantages when it is used in the recruitment
process. The process of shortlisting of candidates will become efficient and effective, as it enables
companies to test specific skills such as time management, creative thinking and innovativeness. It
helps the candidates to recognise company information and policies while having fun. It involves the
introduction of new technologies or processes. Therefore, the planning of every recruitment process
requires proper analysis and constant monitoring. Gamification is an ideal tool for managing change
that allows smooth structural change. It creates a powerful human resource transformation plan to
promote better user engagement, process improvement and employee motivation. Gamification
transforms the tedious and frustrating recruitment task into a fun element. Gamification helps
employers and recruiters to create an interest in their job openings for qualified candidates.
Gamification strengthens and builds the brand of employer by distinguishing a company from its
competitors. Kotter’s change model provides a very robust checklist of most things that need to be
considered during the change process. However, the model has its limitations where the steps cannot
be skipped and should be followed in sequence. Practically, the steps may be combined or reviewed
for fluency during the change to save time. At times, there might be change or transformation plan
which may not require to go through certain steps of the model. Organizations may find it difficult to
implement all the steps where some of them may not related to the change management process.

Acknowledgements
The authors would like to thank the Malaysian Ministry of Higher Education and Universiti Teknologi
Malaysia (GUP-Vot: 14J81) for providing financial support to publish this paper.
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