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1 2 3 Setyabudi Indartono, Ph.D 2014 Manajemen Perubahan by: Setyabudi Indartono, Yogyakarta State University Author: Setyabudi Indartono, Ph.D i 4 Setyabudi Indartono, Ph.D 2014 DAFTAR ISI PENGANTAR. Iv Skema pembelajaran.
V The nature of dynamic behaviors. Vii Bab 1 Pedahuluan. 1 Soal Latihan.
6 bab 2 Manajemen dan perubahan. 7 The nature of change. 7 Image of Managing change.
8 Soal Latihan bab 3 Perubahan dalam Organisasi Why organizations change? Adeniji / SJM 8 (2) (2013) integration of organizational goals into strategic planning? Research Hypotheses From the argument above, the following hypotheses were formulated, which is also illustrated in figure 1: H 1: The human resourcemanagement interventionist strategies in change management (staffing, fear alleviation, effective communication, developing plan and integrating the existing human resource systems) will be related to commitment of employees.
H 2: The human resourcemanagement interventionist strategies (staffing, fear alleviation, effective communication, developing plan and integrating the existing human resource systems) is related to quality in operations. H 3: The human resourcemanagement interventionist strategies management (staffing, fear alleviation, effective communication, developing plan and integrating the existing human resource systems) is related to achieve flexibility andmakes employees more adaptive and receptive to changes. H 4: The human resourcemanagement interventionist strategies management (staffing, fear alleviation, effective communication, developing plan and integrating the existing human resource systems) is related to integrating organizational goals into strategic planning. METHODOLOGY 4.1. Materials and Methods The adopted research design for this survey was a methodological approach that allows the use of primary data gathered from the studied respondents on the effect of organizational change on the human resource management interventions in the Nigerian banking industry. The choice of the Nigerian banking industry for our study rest on the changes experienced through mergers and acquisitions in the recent past.
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Therefore, Source: Survey 2012 Figure 1. Theoretical Model & Research Hypotheses 85 the survey data were obtained from both primary source through a questionnaire survey and personal interviews involving respondents from Access Bank Plc, which was chosen based on its remarkable story of the transformation of a small obscure Nigerian Bank into an African financial institution of note; with emerging footprints on the International banking landscape ( aspx?value=3&ln=gy7uli4csje94wa2qud bfq%3d%3d); and its recent acquisition of Intercontinental Bank.
Convenience and purposeful sampling methods were utilized in order to derive the needed data for the study. Access Bank Plc operates many branches located in major towns and cities in Nigeria with its headquarters situated in Lagos Southwest Nigeria in which the survey was conducted. Structured questionnaire was used to collect data and this was found appropriate because the views of the respondents were obtained. A hundred and sixty (160) questionnaires were administered within the scope of the selected location, however, due to elimination of incomplete responses that were classified as invalid; the final sample size for the survey analysis was one hundred and twenty three (123) which translate to a response rate of 76.8%. The study attempts to add to literature on organizational change and HR interventions in a developing economy such as Nigeria. The respondents for this survey possess adequate knowledge and experience about the Banks regarding their merger and acquisition.
Further, they witnessed the merger and acquisition processes and the role played by the HR department in ensuring that personnel involved did not experience emotional and psychological trauma. The research instrument utilized in A.A.
Adeniji / SJM 8 (2) (2013) collecting data was a structured questionnaire, which the items focused on the research variables used in the survey such as quality, commitment, flexibility, integration, staffing, fear alleviation, effective communication, and plan development. The questionnaire items for all the variables tested in the study were derived from literatures, especially from the works of Arguilera and Dencker (2004) and Husain and Farooq (2013). The questionnaire is segmented into two; the first part deals with the respondents demographic data; while in the second part they were to supply answers to the relationship between the level of human resource management interventionist strategies in change management and commitment of employees, the level of human resource management interventionist strategies in change management ensures flexibility that makes employees more adaptive and receptive to changes in organization. Respondents are expected to choose one number on a five-point Likert scale of 1-5 (5 Strongly agree; 4 Agree; 3 Undecided; 2 Disagree; and 1 Strongly disagree) that best describes the extent to which they support each statement stated in the questionnaire. The hypothesized model in figure 1 wastested using Amos 18, because of the complex attributes of the observed variables and their underlying strong constructs (Suhr, 2006).
Structural Equation Modelling (SEM) represents a number of statistical models used to evaluate the validity of substantive theories with empirical data. This statistical tool was adopted for this study because of its generality and flexibility. Adeniji / SJM 8 (2) (2013) RESULTS AND DISCUSSIONS In terms of model fit, the works of Bentler and Wu (2002), Kaplan (2000) and Hair, Anderson, Tathan and Black (1998) argue that various goodness-of-fit indicators are used to evaluate research models. In similar direction, Schreiber, Stage, King, Nora and Barlow (2006), argue that if the greater number of the indices shows a good fit, then the probability of a good fit is assured. A model is regarded as acceptable if the Normed Fit Index (NFI) exceeds.90 (Byrne, Table 1.
Overall Model Fit 1994) or.95 (Schumacker & Lomax, 2004), and the Comparative Fit Index (CFI) exceeds.93 (Byrne, 1994). However, as obtained from Model Fit summary; under the Baseline Comparisons, the Normed Fit Index (NFI) value for this model is.956, which indicates the model of interest improves the fit by 90% relative to the independence model; and CFI is.970, which is an indication that the model is accepted. As obtained in the literature, using The Root Mean Square Error of Approximation (RMSEA) in determining the model fit, the range of 0.08 to 0.10 provides Source: Survey, 2012 Source: Survey, 2012 Figure 2. Results of Model Fit for Organizational Change & HR Interventions. 87 an acceptable fit (Hair et al., 2006; MacCallum, 1996; Steiger, 2007). The RMSEA value for this model is.098, which makes the study an acceptable model fit, the overall Model Fit is illustrated in table Hypotheses Testing Results The results of the path analysis, presented in table 2, indicate that integrating the existing human resources appear to affect flexibility more than any other factors tested with a significant relationship (Hypothesis 1). In addition, it is evident that staffing influences flexibility that makes employees more adaptive and receptive to changes in organization with direct positive relationship (Hypothesis 2).With respect to effective communication and commitment, result points to a positive significant correlation between the constructs when changes occur in organization.
In same direction, there exists significant positive relationship between integration of human resources and employees commitment. These results suggest that a strong commitment can be expected when employees are effectively integrated thereby aiding successful change management. Hypotheses Testing Results A.A. Adeniji / SJM 8 (2) (2013) CONCLUSION 151 A model fit was developed to examine the role Human Resource Management Interventionist strategies play in organizational change. However, this was done by relating study variables such as staffing, fear alleviation, effective communication, developing plan and integrating the existing human resource systems to commitment of employees when change is experienced in organizations. Adequate and rich empirical studies were utilized to support our proposition; essentially we observed that variations exist when change occurs in organizations across country or in different economy/industry. Specifically, as often practiced, interventionist strategies such as staffing, alleviation of fear, etc are universally accepted and common among companies operating within the same economy or industry.
However, Access Bank Plc (Nigeria), though operate in the same industry with Intercontinental Bank, having been acquired had to alter its HRM processes in order to create new job structure to accommodate employees from both companies. In addition, Access Bank Plc (Nigeria) had to adjust HRM policies so as to achieve the strategic goals of the organization. Our model demonstrates that Note: All path coefficients are significant at the p.
95 Carpinetti, Luiz C.R., & Lima, Rafael H.P. This coordination body is to mediate the interests and assignments between the parties involved with a given joint action. The infrastructure elements at the regional level refer to cluster actors and facilities that can contribute to the execution of joint actions. For example, cluster actors such as technical schools, specialized service providers and universities can provide specific knowledge to the coordination team and to the companies involved in a joint action. Besides these actors, the institution should identify the local facilities that could be exploited by local companies. Examples of such infrastructure elements are roads, railroads, warehouses, intermodal ports, communication lines, power supplies, sources of raw material and so forth.
These need to be mapped by the institution so that actions can be taken, both to use and to improve the existing infrastructure Strategic planning From the standpoint of individual firms, strategic planning is the process by which leaders formulate their vision of future and develop the procedures and operations to achieve such vision (Goodstein et al, 1993). In this sense, strategic planning can be viewed as a tool to help organizations set priorities and allocate resources to achieve them (Allison and Kaye, 2006). From the perspective of an institution promoting joint actions in industrial clusters, the main strategic objectives differ from the traditional profit and productivity objectives of regular organizations. The strategic objectives of an IFC should be related to the improvement of the various performance dimensions of the industrial cluster. Hence, the objective of the second dimension of the model is to motivate the institution to formulate its strategic planning. However, the plurality of actors involved with the cluster raises several challenges to the formulation of short and long term goals that balance the desires of local businesses that often compete with each other. For that reason, joint actions need not necessarily involve all firms, but rather those whose goals match the purpose of the initiative being planned.
The following sources can be used to inspire the formulation of joint actions: - Needs of businesses: the institution may conduct a diagnosis of local businesses needs and devise joint actions based upon the needs common to certain groups of firms; - Public policies: On the one hand, the institution may search for public policies that favour local economic activities and increase awareness of local firms about them. On the other hand, the institution may act as a representative of companies before the governmental agencies to suggest policies that would incentive the local economic activities; - Existing infrastructure: the diagnosis conducted in the first dimension of the model can reveal opportunities with respect to the use and improvement of the local infrastructure. Moreover, joint actions may combine the skills of a subset of the actors in the cluster to promote innovation among businesses. In order to formulate the strategic planning, the model also suggests that the institution should characterize the local productive system and identify ongoing joint actions, so that their goals can be reassessed for the next management cycle.
With all this information in hand, the institution will be able to determine more appropriate short and long term goals and set out the joint actions to help achieve these goals. Later on, these actions will have to be deployed to all the parties involved to determine their roles and activities.
The institution can refer to the hoshin kanri technique to this end (Akao, 2004). Finally, three additional aspects should be taken into account when formulating the institution s strategic planning: - The sources of funding for implementing joint actions; - The means by which the results of actions will be communicated to businesses and other stakeholders; - The performance measures that need to be implemented to evaluate the results of actions in numerical terms Implementation and assessment The third dimension of the model consists of implementing the items designed in the strategic plan. The proposed model and the PDCA cycle. (2013) 1(1), Creative Commons Attribution-NonCommercial 3.0 Spain. 96 Institutions for collaboration in industrial clusters: proposal of a performance and change management model In other words, the institution should execute the joint actions foreseen in the strategic plan and gather data to calculate performance measures as a means of assessing the impacts of such actions.
It becomes now clear that the model is strongly influenced by continuous improvement principles and the PDCA (Plan, Do, Check and Act) cycle. Figure 3 illustrates this by associating the dimensions of the model with the phases of the PDCA cycle. As depicted in Figure 3, the first two dimensions of the model correspond to the Plan phase of the PDCA cycle, during which the institution should characterize the local infrastructure, set short and long term objectives, devise the joint actions to be implemented and define the performance measurement system to be used in the remainder of the cycle. The third dimension of the model stretches across the Do, Check and Act phases of the PDCA cycle.
During the Do phase, joint actions should be implemented as planned and data for performance measures should be collected. During the Check phase, performance measures and the results of joint actions need to be assessed in order to determine the degree to which the objectives have been achieved. The last phase of the PDCA cycle corresponds to the communication of performance and action results, benchmarking with other clusters and the identification of further opportunities for improvement Model implementation The implementation of the proposed model will hardly occur at once. Instead, it is expected that institutions will develop some of the practices concurrently, regardless of the dimension to which they belong.
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It is thus pointless to devise a series of steps to implement the model, because each institution will choose different paths to implement it. It is however necessary to understand the dynamics of the model, that is the structure required so that continuous improvement may flow throughout the model.
Figure 4 illustrates the dynamics of the model by dividing Figure 4. Dynamics between the dimensions of the model it into four stages, by which the institution should gradually implement and improve its management practices. The dynamics proposed in Figure 4 enables the institution to learn from experience and encourages continuous improvement of its planning, execution and assessment capabilities.
The stages in Figure 4 are associated with the operation of each dimension of the management model. Stage zero (S-0) is the initial stage of implementation and corresponds to an IFC that has no formal planning and control capabilities in place to manage joint actions. The first stage (S-1) encompasses the characterization of the regional infrastructure and the establishment of the management tools, information systems and supporting facilities to coordinate joint actions.
The second stage (S-2) covers the strategic planning and the implementation and assessment dimensions. It does not regard both dimensions separately, but rather the closed planning, execution and assessment loop, which was depicted in Figure 3. Thus, when the institution reaches this stage, it will have successfully developed practices to formulate strategic plans, design performance measures, execute joint actions and assess its results and outcomes. Stage three (S-3) is achieved when the IFC has put in place a mature management system that fully covers the practices from the three dimensions of the model.
At this stage the institution will have learned from experience and improved its managerial capabilities in a way that future joint actions will be better coordinated between the companies, the institution and other cluster actors. Additionally, the experience gained after several management cycles may teach the institution how to better choose and formulate joint actions that will ultimately meet the real needs of local companies and actors. These aspects together may increase the success rate of actions and hence increase trust between companies and the institution Self-assessment tool As mentioned earlier, it is very unlikely that an IFC will implement the management model at once. Moreover, even though institutions may not be aware of the model proposed in this paper, many of them have already implemented managerial practices that satisfy some of the model requirements. It becomes thus necessary a tool to help such institutions evaluate their management practices in relation to those required by the model as a way to determine what areas need improvement. To this end, a set of requirements were devised to characterize each stage of the management model and organized as a Creative Commons Attribution-NonCommercial 3.0 Spain Int.
(2013) 1(1), 97 Carpinetti, Luiz C.R., & Lima, Rafael H.P. Diagnostic tool. Tables 1, 2 and 3 list the requirements and questions to evaluate each of the requirements from the stages S-1, S-2 and S-3, respectively.
Consistent with the stages in Figure 4, the questions in Table 1 are related to the characterization of the infrastructure at the regional and institutional levels. Table 2 puts forth questions to evaluate how the institution plans, executes and assesses joint actions, which is done by verifying the existence of strategic plans, performance measures, communication with stakeholders and benchmarking mechanisms. Finally, the questions in Table 3 address the effectiveness of the institution s management practices and the joint actions it has carried out.
The requirements and questions from Tables 1, 2 and 3 can be used as a self-assessment tool so that institutions can evaluate their management practices and determine to which extent they comply with the management model. This can be helpful in pointing areas for improvement in the management of IFCs. To this end, the institution should assign scores using integral numbers ranging from 0 to 10 to indicate the extent to which the requirement is met.
The following reference scale can be used to help determine scores: - 0 to 3 points: indicate that the institution has no adherence to the requirement or at best it has plans of meeting the requirement, but no effective results have been achieved yet; - 4 to 6 points: the institution has conducted activities that indicate partial compliance with the requirement, that is the activities have been reasonably effective but still can be performed better; - 7 to 10 points: the practices being carried out by the institution demonstrate high or total adherence to the requirement. Application of the self-assessment tool The tool described in the previous section was used to evaluate the management practices of three Brazilian industrial clusters against the proposed model. Table 4 lists the three clusters researched and the institutions in which the self-assessment tool was applied. The prevalent economic activity in the city of Sertaozinho (C1) is the production of equipment to the ethanol industry.
There is in the city an above average concentration of metal-mechanic firms plus a number of companies that provide supporting services, such as automation and maintenance (SEBRAE, 2007). The self-assessment tool was applied in the APL Metaltec, which is an institution supported by the local association of entrepreneurs (CEISE) that aims to foster cooperation and improvement among local firms. The acronym APL is commonly used in Brazil to refer to industrial clusters. APL Metaltec was founded in 2008 and since then it has been promoting joint actions, especially among small and medium-sized firms, to promote continuous improvement and innovation.
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Examples of such initiatives are the free consulting services provided to SMEs to teach entrepreneurs about best management practices and the creation of a local seal of quality. Coordination of joint actions is done by a SEBRAE (Brazilian Micro and Small Business Support Service) consultant fully devoted to the promotion and management of joint actions. The city of Arapongas (C2) is renowned by its high concentration of furniture producers. The cluster covers also the surrounding cities of Apucarana, Cambe, Rolandia and Sabaudia, totalling 545 firms and about 12,000 employees (IPARDES, 2006a). The Furniture Industry Association of Arapongas (SIMA) started off in 2005 the Furniture APL of Arapongas as a side project to support and coordinate some joint actions that were being conducted at that time.
Requirements for Stage 1. Requirement R1 Establishment of the local office R2 Management tools and information systems R3 Coordination R4 Identification of the local infrastructure R5 Identification of the cluster actors Question Does the institution have a local office that allows its operation?
Are there appropriate management tools and information systems in place to assist the institution in its operation and in the coordination of joint actions? Does the institution have a coordinator or a coordination team to manage joint actions and innovation programs? Has the local infrastructure (facilities, communication, transportation and so forth) been formally identified? Have the actors involved with the cluster been formally identified? (2013) 1(1), Creative Commons Attribution-NonCommercial 3.0 Spain 98 Institutions for collaboration in industrial clusters: proposal of a performance and change management model Table 2. Requirements for Stage 2.
Requirement R6 Characterization of the local productive system R7 Awareness of local companies and other local actors R8 Formulation of the strategic plan R9 Formulation of joint actions R10 Existence of a PMS R11 Assessment of joint actions R12 Performance communication R13 Benchmarking Question Has the institution carried out a diagnosis of the local productive system? How effective has the work of the institution been towards the awareness of companies and other local actors with respect to collaboration as a means of improvement and innovation? Does the institution periodically formulate its strategic plan with short and long term objectives that aim to improve the cluster s performance as a whole?
Are joint actions derived from the strategic plan and appropriately formulated? (that is with an execution team, determination of responsibilities, associated performance measures, sources of funding and the like) Is there a PMS in place that covers all the performance dimensions of the cluster and that enables the institution to assess the impacts of joint actions?
Does the institution periodically assess the results of joint actions as a way to: (i) determine the level of compliance with predetermined goals, (ii) readjust the plan if necessary or (iii) identify new opportunities for improvement? Are the results of joint actions and performance measures communicated to all cluster stakeholders? Has the institution implemented mechanisms to benchmark its performance measures and practices against those from other industrial clusters? Coordinator and vice coordinator of the initiatives are local entrepreneurs who dedicate part of their time to the management of the cluster s joint actions. They operate from within SIMA by using its infrastructure to promote meetings among companies and seminars about subjects of interest to local firms.
Among the ongoing joint actions are the annual furniture trade fair, business missions to international fairs as a way of bringing new ideas to local designers, the construction of a quality lab to measure the quality of local products as well as courses to improve local managers capabilities. The information and communication technology (ICT) cluster found in the city of Londrina (C3) was identified by IPARDES (2006b) and comprises software developers, automation firms and a range of other ICT service providers. According to the coordinator of the ICT APL of Londrina, the city has approximately 140 ICT companies, among which 60 have signed the participation agreement so far. The ICT APL of Londrina was started off in 2006 as a joint initiative of local entrepreneurs and the state government.
Joint actions are managed by a coordinator, a vice coordinator and a secretary, who are also company owners in the city. They dedicate part of their time to hold meetings with local companies in order to identify their needs and suggest actions that should be taken to improve competitiveness and performance of local firms.
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Noteworthy joint actions are the identification of Table 3. Requirements for Stage 3. Requirement R14 Existence of a mature PMS R15 Learning from experience R16 Long term initiatives R17 Involvement of small, medium and large firms R18 Impact on performance Question Is there a stable and mature PMS with historical data stored for at least two years? Has the institution learned from experience with past joint actions so that the formulation and implementation of new actions that involve local companies and actors is facilitated?
Has the institution formulated and conducted long term initiatives that aim to improve local infrastructure, both at the regional and institutional levels? Have the initiatives started off by the institution drawn interest from small, medium and large firms? Have the joint actions conducted by the institution been successful in improving the overall cluster s performance? Creative Commons Attribution-NonCommercial 3.0 Spain Int. (2013) 1(1), 99 Carpinetti, Luiz C.R., & Lima, Rafael H.P.
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Description of the industrial clusters researched.