Strategic Human Resource Management: A Guide to Action

behaviour they 1) must perceive a link between the behaviour and certain
outcomes, 2) must desire those outcomes (this is termed ‘positive valence’)
and 3) must believe they can do it (termed ‘self-efficacy’). Behaviour
modelling training involves getting a group to identify the problem and
develop and practise the skills required by looking at videos or DVDs
showing what skills can be applied, role-playing, practising the use of skills
on the job and discussing how well they have been applied.

Integrated strategic change

Integrated strategic change methodology is a highly participative process
conceived by Worley et al(1996). The aim is to facilitate the implementation
of strategic plans. The steps required are:

1. strategic analysis, a review of the organization’s strategic orientation (its
   strategic intentions within its competitive environment) and a diagnosis
   of the organization’s readiness for change;


2. developing strategic capability – the ability to implement the strategic
   plan quickly and effectively;


3. integrating individuals and groups throughout the organization into the
   processes of analysis, planning and implementation to maintain the
   firm’s strategic focus, directing attention and resources to the organi-
   zation’s key competencies, improving coordination and integration
   within the organization and creating higher levels of shared ownership
   and commitment;


4. creating the strategy, gaining commitment and support for it and
   planning its implementation;


5. implementing the strategic change plan, drawing on knowledge of moti-
   vation, group dynamics and change processes, dealing with issues such
   as alignment, adaptability, teamwork and organizational and individual
   learning;


6. allocating resources, providing feedback and solving problems as they
   arise.

STRATEGIES FOR ORGANIZATIONAL

TRANSFORMATION

Organizational transformation is defined by Cummins and Worley (2005) as
a ‘process of radically altering the organization’s strategic direction,
including fundamental changes in structures, processes and behaviours’.
Transformation involves what is called ‘second-order’ or ‘gamma’ change
involving discontinuous shifts in strategy, structure, processes or culture.

136 l HR strategies