HRM 09703: The Psychological Contract is Still Very Traditional as Opposed to Transactional: Organisational Change Management Essay, ENU, Singapore

Essay 1

The psychological contract is still very traditional as opposed to transactional – do you agree? Discuss and give reasons, supported by the appropriate theory, in your answer.

Key Points

• Define the traditional psychological contract, and discuss its changing nature from relational to transactional.
• Discuss the quote in the context of Davis’s research, and use writers such as Atkinson to present the alternative viewpoint.
• Identify the data collection issues highlighted by Atkinson as a reason for the disparity in findings.

Essay 2

Discuss the reasons why people resist change using the appropriate theory. Can this resistance be identified in advance and how can this be achieved?

Key Points

• Discuss the various possible reactions to change with, for example, reference to Kirpatrick’s (2001) typology of reactions to change (positive, negative, mixed reactions).
• Focus on the reasons behind people’s resistance to change such as fear of the unknown, perceived loss, lack of confidence inability to perform, increased stress levels, a threat to existing power bases, lack of proper communication, culture shock, etc. Consider the types of resistance to change – e.g. revolt, withdrawal, discreet (Fronda and Moriceau, 2008).
• Consider models that can be used to effectively manage resistance to change (e.g. Kirkpatrick, 2002; Paton and McCalman, 2000). Refer to the coping cycle and discuss how each stage can be effectively managed to assist individuals through the change process (Carnall 2007).
• Consider the effect of background conversations’ which engender resistance to change and underline the need for creating and sustaining different background conversations that can frame more positive responses to proposed change ( Ford, Ford, and McNamara, 2002).

Essay 3

Poor organizational communication has negative connotations for change, consider ways in which change agents can enhance communication effectiveness during change.

Key Points

• Begin by explaining the meaning of poor communication in terms of flow (as resulting from an absence of open channels of communication between management and their subordinates and an exclusively top-down communicative approach); filter (as involving the selective dissemination of information by managers as a means to promote preferred meanings of change and minimize resistance to change): and function (as a self-defeating approach to communication which can frustrate the achievement of change objectives) (Hayes, 2007).
• Next, discuss the potential outcomes of poor communication to draw attention to its negative effects such as a lack of clarity around the real motives for change and its intended consequences, a climate of organizational silence and distrust that can sap employee commitment to change, and even overt resistance to change projects.
• Consider ways in which change agents can enhance communication effectiveness during the change process with reference to key models such as Clampett et al.’s (2000)

1. Five communication strategies/and/or
2. Three Keys to successful change. Kirkpatrick’s (2001) ECP

• Develop an argument to underline the importance of effective organizational communication as a pre-condition for change success and will draw on examples from industry to illustrate their answers.