Companies keep transforming to the trends the world creates on a daily basis. Technological advancement is number one priority in every organization. This helps in time management on things which could have been otherwise done manually, orderly arrangement and systematic way of working and marching the quality organizations standards. Good coordination is essential as it will bring all the interested parties together and make them aware of the new progresses (Fotis and Gregoris 2006,p.51-64). Coordination starts at the highest level of an organization to the lowest level. The information should flow to all workers since they are the backbone of every organization. The employees play a crucial role in an organization as they ensure that the goals are achieved. When a new directive is to be enforced, communication is very necessary and all the employees should be involved (Landsbergis et al. 1999,p.108-130). They will feel motivated when they are incorporated in the new directives and this will later transform to positive results. The changes to be made should occur in a gradual manner starting with the briefing of managers then the information can flow to the juniors (Mulcaster2009,p.68-75) When the managers fail to show some leadership and managerial abilities on implementation of new strategies, the employees lose trust and faith in them. When these happen, the company starts operating on a shaky ground as most employees will not be happy with their work (Baum 1996,p.77–114). When the employees raise key issues regarding some rules and their superiors don’t at on them, they feel that their input is not necessary (Davis et al.2009,p.413–452). There should be good relation and partnerships in the organization. As each person specializes in their own field in the organization, there should be consultations when a new directive should be put in place. Companies that lack good integration techniques often suffer severely as the productivity will be low, mistrusts among colleagues and long term communication breakdown (Laudon et al. 2009,p.164).
Hotel Reservation Service (HRS Group) which deals with online booking for hotel rooms and other accommodations and holiday activities has been using the HCM system to ensure the service delivery is carried out smoothly. However, this has proven inefficient and unreliable as it is not secure and doesn’t provide accurate results. Due to the complexity of the work required, there is need to incorporate a more reliable method as the industry competes with other industries which offer the same services across the world.
PROBLEM STATEMENT
Since the HR department at the HRS Group is charged with the responsibility of making the necessary changes, it is forced with a task of convincing the employees on the need for a new system. The implementations have a number of risks associated with it since some employees always want to stick to the old usual method of doing things(Dobbin 1998,p.396–427). Changes often bring different reactions which sometimes affect a business in a negative way (Baum and Oliver1994,p.57-59). The possibility of the failure to implement the project has been seen as most employees complain of not being informed and not being trained on the new systems. The end users who are the employees feel not involved in the whole process and this is a big threat to the new system. They are complaining of miscommunication from the HR management in charge. The new project has faced many challenges from the employees who weren’t consulted and didn’t take part in the implementation process. Goodwill from all the users should lead to a successful transition in technology. The change management stands to lower the productivity due to the unhappy employees. The adoption of the new management is to enforce the new HCM software since the failure of the previous administrators in ensuring the HCM software works. Management will ensure the success of the new program and investigate the possible effects on the employees (Frank 1997,p.409–435). The functionalities of the new technology, the new management and human factors are all essential factors in ensuring the project is a success(Casile and Davis 2002, p.180-195). The employees input and concerns must be addressed before the implementation process begins(Dacinet al. 1999,p.317–356).
PROJECT AIM
This study seeks to address the concerns raised by employees relating to the new HCM system implementation. This will be carried out in interviews, one on one meeting with individual employees, monitoring their morale at work, organizing trainings for them and convincing them on the need for a new HCM software and change of management. It also seeks to find out other mechanisms which can be used by the organization to ensure better service delivery. It will also reveal the attitude of the employees towards the new system and they will freely give their views. The research should be able address the challenges associated with the new software and management change. After carrying out the investigations on the implications of the new system, it will provide recommendations which can be followed to address the menace. The successful implementation of the system will depend on the actions taken on the recommendations provided by the statistics of the research. The desired results will be achieved through interviews with the aggrieved parties, one to one conversation with the employees, questionnaires and group discussions with the members. This will ensure that the challenges associated with its implementation are addressed within a good timeframe other than implanting the project then it fails within a short time.
RESEARCH APPROACH
The problems raised above can be solved by finding the solutions to some of the essential pressing issues. There should be investigation on the effects of the new system on the output of the employees, how long the transition should take, what special skills and dedication the new management should have to ensure the new HCM software works efficiently, what the end users must do to suit in the new system.
THEORITICAL FRAMEWORK
Factors which can lead to failure of a successful implementation of the new HCM and change management system
Tourism industry is a very engaged business set up which requires fast transition which will not affect much of its operations. The changes can affect it either positively or negatively. Many factors should be put into consideration when dealing with the change of management and new system incorporation (Sherer 2002, p.102–119). Some of the factors which can lead to the failure of the new system include; communication, lack of engagement, failure to pay attention to the grievances of the employees and failure to recognize the efforts of employees.
Poor Communication
This is the crucial part in every industry where all the directives have to be given by the supervisors and managers. Communication should flow in the most organized way either through memos, mails, letters, mobile texts and calls. Once there is no communication, the employees may lose focus and fail to take action on the urgent needs of the organization. The HR should engage everyone before implementation to harmonize any problem from the end users.
Environment for expression
Employees perform best under safe environment for work. When their interests are being put into consideration, they get motivated and ensure more productivity. A good employer should be able to address the needs of their employees since they contribute to the overall growth of the organization(DiMaggio 1986, p.355–370). They need to feel that the new management will take their interests at heart and enable them grow as well.
Poor management
When the executive fails to show their leadership roles, the productivity level will fall. Tough decisions should always be made after much consultation to ensure everyone is comfortable with the new systems. The employees should be coughed and trained to make them realize their full potential. The workers who also feel their efforts aren’t being noticed often start to underperform.
Outdated systems
There should always be revisions on the operational systems to bring new ideas on board. The employees sometimes get bore by using the manual systems while they see different technologies being used in other places. Much time will be saved when up-to-date systems are put in place. There should be streamlined and automated processes to ensure there is much output.
Employee Dissatisfaction
When an employee is dissatisfied, there will generally be less production eventually. Employee should be satisfied first by giving them room for expressing themselves. A highly motivated person will prioritize the job given and complete it within the set target.
Other external factors which may affect the implementation process can be analyzed using the PESTEL. PESTEL looks into the political, economic, socio-cultural and technological changes in the line of the industry. This tool can be used to foresee the possible future effects. Because a tourism sector can be affected by the nation’s mood, these factors must beadhered to.
PESTEL analysis of environmental factors which can affect the implementation
Political
Politics affects the tourism industry directly. When the nation is subjected to the politicking mood, more visitors get scared hence take their holiday trips elsewhere. The political class can also decide to impose laws which may discourage tourism.
Economic
The sector contributes highly to the growth of a nation. Tourism industry is one of the most contributing factors to the economy growth.
Socio-Cultural factors
The industry provides its employees with a good oversight on how to interact and appreciate different cultures they come across when in the line of duty.
Technology
Huge advancement has been made in this sector which has enabled the industry to grow well. Automation of the equipment makes the work easier and enjoyable as various operations and records are in a systematic way. Every organization has to accept the technological change for better operations.
Environmental factors
Climate change plays a huge role in the tourism industry. The environment must be friendly and sustainable for the activity. It should be in a secure environment where the employees and tourists’ health are not at risk.
Legal procedures
For the industry to operate, the necessary registration procedures have to be met. The industry must operate within the set laws by the government bodies. The employees are also supposed to adhere to the work ethics.
These factors can affect the tourism sector negatively or positively. They should be put into consideration whenever a new policy is to be put in place. However, some are factors which can easily be addressed and the normal operations on the business enabled.
Factors which can lead to successful change in an organization
Training of the end users
The employees who will be the end users of the new technology to be introduced must undergo training in order to be able to use the system smoothly. They should be alerted of any new changes within an organization and their feedback taken seriously. Whenever they raise issues either with the new system or with the new management then there should be serious consultations and a new way out sort to address the challenge.
Communication
Since this is the only way in which an organization is run, efficient ways of reaching everyone with the information is needed. The ideas of everyone should be sought before decisions are made to ensure everyone is happy when the changes are effected. This is a challenge which can be addressed by formation of a portal where all the employees can get all the information.
Models to effective organization change
Lewin’s Change Management Model
The model offers some change management solutions which can make the transition successful. It operates on unfreezing, changing and refreezing. The addresses the challenges experienced by the employees who refuses change in an organization.
Unfreezing
This happens when the employees start opposing the changes to be effected in an organization due to the fear of the unknown. They start fearing that the changes will either render them jobless as some of them may be laid off or the technology may replace their efforts.
Fear often leads to resistance even when the change is for a good plan. This resistance can be removed through communication with everyone and explaining to them why the change is necessary and the long term benefits. There should be trainings on the employees and equip them with much knowledge about the new changes. The employees should be involved in part of the decisions made for them to feel part of the new system and that their inputs are accepted. The employees’ personal needs should also be taken into consideration as this may make the employee not perform best at work.
Changing
After the trainings, the change is to be effected here as there will be highly motivated employees who feel they are part of the plan and are eager to start using the new process.
Refreezing
The necessary changes are to be fully implemented here after monitoring the behavior of the trained individuals and how they adapt to the new system. The information can be got from the feedbacks or observations on how the business is running.
Kotter’s Change Model
This change model was adopted to address eight key issues that lead to unsuccessful organizational change. The senior top individuals carry the responsibility that may lead the organization through a change. The eight steps in managing a change in an organization are;
I. Establishing a sense of urgency for change
The managers and the supervisors should explain the significance of the change they want to impose and its benefits. People will follow the advice and directive given to them provided they have seen the need for it.
II. Creating the guiding coalition
All employees from all departments should be assembled and told the developments leading to the change. A good change should occur with the knowledge of all employees regardless of your working station. Should only an individual of a department be informed and charged with the responsibility for change, the process may collapse before completion.
III. Establishment of a clear vision and a guiding strategy
Before making any important decision, a clear strategy should be put in place to ensure that everybody knows why the decisions are made at that particular time and the problems associated with the old method being abandoned. The stage is meant to give the employees a clear sight of the future with the new system in place.
IV. Communication of the change vision
The new system’s benefits should be continuously shared with those affected and are still resistant to change. The change enforcers should be in a position to listen to the grievances raised by the affected parties and accept the feedback given by the employees regarding the change. Should majority of the employees feel not comfortable with some aspects of the system, they should consider revising them to suit everyone.
V. Empower broad-based action
The executive should evaluate the mechanisms put in place to ensure the new changes are effected. They should look into the possible setbacks to the plan and remove the obstacles at an early stage. The hindrance factors can be got from interviews, questionnaires, meetings etc. Once these factors are removed, the implementation will occur smoothly.
VI. Create short term wins
There should be some encouragement gifts and prizes awarded to hardworking employees to ensure that they remain motivated in their work. This should happen periodically to keep the employees happy and embrace the change.
VII. Consolidate the gains and produce to more change
The productivity of the workers should be investigated and use the result to foster desired change when the employees are still happy to embrace change.
VIII. Anchor new approaches in the culture
A culture of rewarding the hardworking members should be instilled. The new team should be able to perform better than the current team and the culture should be practiced overtime as it will make employees more hardworking.
Both the two models highlight the need to reduce resistance in an organization by the employees and the importance on communication and training before incorporating new fresh ideas. The management of an organization still bears the responsibility of ensuring the changes are effected in an appropriate manner and time. The organizational change should always be on improving the organization’s welfare as well as taking into consideration the employees interests. Much effort should be put on reducing the resistance to change by employees since they are he end users of the new systems. There should be flow of information to all the departments in an industry before the change is made. The strategy for enforcing the new changes should also be put and future benefits explained to all the employees(Van de Venand Garud 1989, p.195–225). Creating awareness to the employees and explaining the need for the change are the two main factors that a successful transitional change should put in place. There should also be need to put into consideration the external factors which may affect the business sector.
MAIN RESEARCH
The research main area was centered on the effects the new system on employees and the challenges it was associated with. From the research, it was found out that the employees were not consulted before the decisions about the management change were reached. They also felt not incorporated in the new system since thy lacked the basic necessary skills to use the new HCM software. This greatly lowered their morale at work and a new way to address the challenge had to be reached before the fall out within the organization. There were a series of interviews and meetings with the employees to look into possible solutions. The employees acknowledged the need for technological advancement but complained on miscommunication from their supervisors. The old HCM software that they were using had many challenges which affected their work as well. They said that they needed to be briefed on all the new changes within the organization for them to give appropriate responses. The employees requested for more time to understand the operations behind the new system and more trainings. They were to understand all the basics before the implementation was done. Most employees requested for more time as this would enable them have a clear picture on what is expected from them. Once the new system was put in place, there would be more trainings and workshops and internet videos on the new software. The replies they gave regarding their expectations with the new software included; time saving, simple to use, user friendly, easily accessible to the employees and instant creation of organizational charts. They highlighted the factors leading to earlier resistance to the new move as they feared that there will be increased workload, pressure of learning new systems, additional duties, bad experiences from the previous management changes and the lack of information about the need for change. The group which never took part in the questionnaire was consulted on a face to face meeting where their inputs were also sought.
Some of the factors which led to resistance to change by the employees were highlighted and solutions sought. The factors included;
1. Misunderstanding on the need for change. The employees did not have a clear information on why the need was necessary hence they began to develop resistance. However hen the communication was made, most of the employees were happy with the chang as it was to enhace service delivery. Some employees also wanted to stick to their usual way of doing things as hey were afraid of learning new things. This was solved by agreement with the board to provide useful training.
2. Fear of the possible outcomes whith the changes. Some employees always fear the unknown as they are not sure the responsiblities which may come with the changes including some layoffs when the system can work with a small group of people.
3. Too much attched to the old way. People always feel comfortable doing the things they have learnt overtime and perfected. Whn a new change is being introduced, they become afraid of losing ther experience and starting to learn new things again.
4. Low trust. They often dont trust the new management coming on board due to the previous problems they have incurred due to similar changes.
5. Lack of competence. The people who feel to lack the needed skills comimg with the changes often resist thae change as the system may no longer need their services.
6. Not being consulted. When the employees input has not been sought, they tend to resist the changes since they dont feel part of the new plan. A good plan should bring everyone’s ideas before implementing it to accomodate everybody.
7. Job security. The employees felt that the new systems might render some of them jobless as they disnt get to know the aftermath of the implementation of the new system in place.
8. Poor communication with the organization. When there is a communication breakdown in an organization, there will be resistance to processes brought on board by management. Good communication should be key to realize the necessary changes.
9. Routines change. People get bored when there is a new routine being introduced yet there is a common way they have are familiar to doing things. With much information to the workers, they always agree to the new system when their interests are put to consideration.
10. Loss of benefits and rewards. Employees often feel that changes always come with consequences and they fear the loss of some of the rewads they are used to receiving in their usual work stations.
The factors highlighted above were discussed in the meetings between the managers and the employees and most of their grievances were looked into and possible solutions made. However, the organization needed to take the risk of implementation since the major factors that projected its failure were addressed. It was agreed on that there will be more trainings for the employees hence all of them will be able to use the new system. They were to be given time to learn and transform to the new system. A clear communication was made regarding the necessity of change and why was beneficial to the industry and to the employees as well. The factors which led to the change of management included laxity of the previous management to steer the industry to the set vision and ensure profits, embezzlement of funds bestowed upon them to ensure day to day running of the activities, mistreatment of their juniors and the stagnation of the industry. These factors had to be taken into consideration as they would have led to the collapse of the giant tourism industry. The new team was to steer a quick recovery of the organization and ensure that it is back on its objectives track to ensure the intended purpose. This was going to be costly for the organization but risk had to be taken to ensure a long term benefit.
CONCLUSION
Following the research carried out there was employee dissatisfaction about the new changes that were to be effected. After a series of consultations, there was mutual agreement to bring the necessary changes. The training was to provide all the employees with the information about how they will use the new system for the growth of the industry. They were to be given more time to adapt to the new system and the implementation was to occur in stages to ensure it becomes a success. Poor communication is one of the factors which can lead to a failure in implementing a change in an organization. Communication ensures all the functions of the organization operate on the set rules and guidelines. It is the only method for creating awareness to the employees whenever necessary actions are to be made. Good communication strategies should be put in place to minimize resistance from employees whenever a new change is to be put in place. The major factors that were contributing to the resistance to change by the employees majorly feared of the unknown due to fear of the job loss with the new system and management. This was tackled by assuring them that the new management was to ensure the new software to be used was successful as the previous implementers of the old system never ensured that it achieved the set targets. The resisters were engaged one by one and their complains looked into. The employees through training got the assurance that the new HCM system to be used was easy to use and not complex as they had imagined before. They agreed to be given much time to adapt the new software and see the possible benefits related by it. The new management was also introduced to the employees and they got the opportunity to interact with them at personal level. They were promised to continue enjoying their normal services and their jobs were not at risk. This highly motivated the employees and they promised to double their efforts and realize the needed changes which would lead to the eventual growth of the industry.
RECOMMENDATIONS
After the implementation of the necessary changes in the organization, a few considerations had to be put in place. These included;
Periodical trainings and workshops for the employees.
Communication betwwen the managers and the employees should be enhanced as more communication avenues should be sought to ensure smooth flow of communication
The feedback from the employees should be taken seriously and actions taken on them since they are the end users of the new programs.
Those employees who are still opposed to the implementation plan are to engaged in a one on one conversation where they will freely shre their ideas and why they are opposing the changes.
Provide a clear framework on the changes being imposed and the advantages over the old system. This should be able to motivate the employees when they finally find a system that will fasten their work other than threatening their duties.
Both formal and informall forms of communication should be deployed on the areas they prove effective. This includes group meetings, in-person meetings, calls, skype, memos, emails and phone messages.
The employees should be provided with an opportunity to give feedback on any difficulties they find with the new system. The feedbacks should be adressed to ensure ease when using the systems.
Seek for professional advice from the industries which have managed to use the new sstem and be familiar with the challenges you are likely to exprience. This will enable you t look for solutions before you are faced with the problem.
Gather information from the employees on the better ways of managing the new system and where they feel the changes should be effected. This will enable them freely express their interests which will be beneficial to the organization.
The HR should provide the employees with questionnaires on the necessary changes which may be needed in an organization.
There should be effective communication by the HR team as they create awareness to all the employees within the organization.
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