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Strategic Human Resource Management in Facilitating Organizational Change

Strategic Human Resource Management in Facilitating Organizational Change
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Author(s): Saba Çolakoğlu (Berry College, USA & Koç University, Turkey), Yun Chung (University of Idaho, USA) and Ayşe Buyçe Tarhan (ABT Consulting, Turkey)
Copyright: 2016
Pages: 21
Source title: Project Management: Concepts, Methodologies, Tools, and Applications
Source Author(s)/Editor(s): Information Resources Management Association (USA)
DOI: 10.4018/978-1-5225-0196-1.ch074

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Abstract

This chapter reviews strategic human resource management (SHRM) theory and research and draws actionable implications for facilitating organizational change based on the main theoretical tenets of SHRM. Specifically, based on arguments related to achieving internal fit among mutually supportive HR practices and achieving external fit through aligning HR systems with an organization's context, it is argued that organizations can design strategically-anchored HR systems that emphasize, elicit, reward, and reinforce employee behaviors required by change initiatives. Integrating these SHRM arguments with well-established models of change management, this chapter establishes possible links between these two important areas of research. The chapter concludes with providing organizational examples that illustrate SHRM principles and different ways in which they can be applied to different forms of change management initiatives.

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