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Using the four HRD stages for organisational renewal

Matthew Harrison (Queensland University of Technology, Faculty of Education, Kelvin Grove, Australia)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 September 2004

Abstract

Purpose of this paper: Strategic change management teams are commonplace in contemporary organisations, but rarely are they strategic in their focus, processes or outcomes. Rather strategic change management teams have come to represent a new sort of management problem because they often tend to perpetuate poor management rather than strategic management. The purpose of this paper is to reinforce the importance of innovative, entrepreneurial and strategic practices in leading and managing organisational renewal. Design/methodology/approach: The author has developed a theoretical change management approach which draws on the four stages of human resource development. This process is applied to suit the unique conditions of Weston Transnational – a hypothetical organisation suffering from the early effects of poor strategic management. Findings: The proposed strategy comprises four stages of human resource development: investigation, design, implementation, and evaluation. These stages are overlayed by careful consideration of the critical ideas of inclusion, learning and change that are integral to the successful leadership of new initiatives. Originality/value: The framework appeals as having potential for wider applicability to many types of organisations operating in a variety of different contexts.

Keywords

Citation

Harrison, M. (2004), "Using the four HRD stages for organisational renewal", Journal of Management Development, Vol. 23 No. 8, pp. 777-786. https://doi.org/10.1108/02621710410549620

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited