Universitas Tidar - Indonesia
Program Studi Manajemen, Fakultas Ekonomi, Universitas Tidar.
Implementation Role of HR in Organizational Transformation as Agent of Change
Shinta Ratnawati
Hanung Eka Atmaja
Universitas Tidar - Indonesia
Program Studi Manajemen, Fakultas Ekonomi, Universitas Tidar.
Budi Hartono
Universitas Tidar
Program Studi Manajemen, Fakultas Ekonomi, Universitas Tidar.
(*) Corresponding Author
An organizational transformation that results in "dramatic" events that must be addressed by all members of the organization. This study uses three basic theories from Kurt Lewin that explain the process of change in an organization, namely unfreezing, movement, and refreezing. The phenomenon that occurs at Tidar University as a new university is the optimization of human resources towards Indonesia 2045. Humans with self empowerment and flexibility as agents of change in developing management strategies for successful organizational performance towards equality with other PTN. This research was conducted to examine the implementation of the role of professional resources on organizational transformation as an agent of change. This research was conducted through a literature study that refers to research and critical review of previous theories. As for the relevance of our data, we distributed questionnaires to 25% of the total employees as baseline deep in interviews in group discussions to share professional experiences, understand our own assumptions and assumptions of others and to understand the profession. The analysis uses Lewin's three-step process approach to agents of change in change in organizations. In a critical review change management has a constructive framework for managing organizational change through the process phase. The results of this study provide theories and practical implications of a process of change by the "agent of change".
Keywords: Organizational Transformation, Agent of Change, University
- Armenakis, A. A., Harris, S. G., & Feild, H. S. (1999). Making change permanent: A model for institutionalizing change. In W. Pasmore & R. Woodman (eds.), Research, in organization change and development, Volume XII (pp. 97–128). Greenwich, CT: JAI Press.
- Armenakis, A. & Lang, I. (2014). Forensic diagnosis and transformation of an organizational culture. Journal of Change Management, 14(2), 149–170.
- Bartunek, J. M., Balogun, J., & Do, B. (2011). Considering planned change anew: Stretching large group interventions strategically, emotionally, and meaningfully. The Academy of Management Annals, 5, 1e52.
- Burke, W. W. (2008). Organization change: Theory and practice. Thousand Oaks, CA: Sage.
- Burnes, B. (2015). Understanding resistance to change e building on Coch and French. Journal of Change Management, 125(2), 92e116.
- By, R. T. (2005). Organizational change management: A critical review. Journal of Change Management, 5, 369–380
- Vos, J. F. J., & Rupert, J., Change agent's contribution to recipients' resistance to change: A two-sided story, European Management Journal (2017), https://doi.org/10.1016/j.emj.2017.11.004
- Gartner, C. (2013). Enhancing readiness for change by enhancing mindfulness. Journal of Change Management, 13(1), 52–68.
- Foss, N. J., & Pedersen, T. (2002). Transferring knowledge in MNCs: The role of sources of subsidiary knowledge and organizational. Journal of International Management, 8, 49–67
- Hunter, J., & Chaskalson, M. (2013). Making the mindful leader: Cultivating skills for facing adaptive challenges. In H. S. Leonard, R. L. Lewis, A. M. Freedman, & J. Passmore (Eds.), The Wiley-
- Blackwell handbook of the psychology of leadership, change and organizational development (pp. 195–219). New York, NY: WileyBlackwell.
- Hussain, Syed Talib, et.al. (2016). Kurt Lewin’s change model : A critical review the of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3).123-127
- Huy,Q,N.,Corley,K.G.,&Kraattz,M,S.(2014)From support to mutiny : Shifting legitimacy judgments and emotional reactions impacting the implementation of radicl change. Academy of Mangement Journal, 57,1650-1680.
- Miller, D. (1993). The architecture of simplicity. Academy of Management Review, 18(1), 116–138.
- Miller, D. (1994). What happens after success: The perils of excellence. Journal of Management Studies, 31(3), 325–358.
- Nystrom, P. C., & Starbuck, W. H. (1984). To avoid crises, unlearn. Organizational Dynamics, 12(4), 53–65.
- Morgan, D. E., & Zeffane, R. (2003). Employee involvement, organizational change and trust in management. International Journal of Human Resource Management, 14(1), 55–75
- Van De Ven H, Andrew & Poole Scott Marshall. (1995), “ Explaining Development And Change In Organizationâ€. Academic Of Management Review 20(3) 510-540.
- Wenger, E., McDermott, R., & Snyder, W. (2002). Cultivating communities of practice: A guide to managing knowledge. Boston, MA: Harvard Business School Press.
- Westover, Jonathan H. 2010. Managing Organizational Change : Change Agent Strategies and Technicques to Successfully Managing the Dynamics of Stability and Change in Organization. International Journal of Management and Innovation.
- Wilkins, A. L., & Dyer, W. G., Jr. (1988). Toward culturally sensitive theories of culture change. Academy of Management Review, 13, 522–533.
