Performance Management in the Business Arena Sta

Human Resource Managers (HRM) are constantly concerned with change, and two broad categories of change have been identified as impacting upon organizations and their members. These categories are: 1) planned or forced modifications of corporate objectives and policies, location, organizational/corporate structure, management philosophies, product lines, or methods of doing business; and 2) changes in or to human behavior to enhance enterprise efficiency (Koontz and O'Donnell, 1986). The need for constant change in the evolving contemporary corporate entity poses specific problems. Among these problems are inflexible material or physical environments which may not be suited to new processes or functions, subordinate and managerial attitudes (which also offer resistance to change), deficient means for implementing needed change, fears associated with change and its demands (another source of resistance to change), lack of confidence regarding capacity to adapt to change, and uncertainty as to what changes are needed or most likely to be effective in a given situation. Additionally, as Schneier, Beatty, and Baird (1987) reported, the current positioning of organizational transformations (and management of change) within the general concept of "performance management" has created new strategies, tools, and techniques that are being used by human resource managers (HRMs) and other to facilitate organizatio

tated by education and communication within the context of HR functions and PM itself. Hampton, Summer and Webber (1990) have stated that one of the most common ways to overcome resistance to change is to educate people about it beforehand and to directly involve them in the entire process. An education and communication program can be ideal when resistance is based in inadequate or inaccurate information and analysis, especially if the initiators need to assistance of the resistors in implementing the change. Also useful are developing participative change strategies and supporting employees during the change process itself. Negotiating tasks and concepts is recommended as well, as are offering incentives to resistors. Finally, manipulation and coercion in cases where all else fails may be - but is not generally highly recommended - the only solution. Selecting the correct strategy for effecting change requires an analysis of the nature and source of the resistance, its strength and tenacity, and alternatives to change as well as the resources of the organization and its members. Best Practices in PM for HR Lee (1998) contends that the HR professional has a unique knowledge base and skill set that is essential in helping t