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CORP5069 Literature Review On Organizational Change For Effective Performance

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  • Course Code: CORP5069
  • University: De Montfort University
  • Country: United Kingdom


Part one
The lecturer/students will form groups of four students to constitute a working group. The group must have a mix of nationalities including people from at least two continents.  This is important as the assignment is designed to provide you with an opportunity to meet and work with people from different countries so that you can begin to understand different cultural, language and learning dynamics.
Within the group you are asked to identify a theme in Organisational Behaviour or Human Resource Management.  This will require you to look through some OB and HR text books and do some background research on your own as part of the wider reading requirement from students for self-development. You can choose your own theme but the themes might include aspects such as:
People management and organisation
Decision making
Performance Management
People Management and Change
Human resource management, diversity and performance
Organisational Culture
Emotional Intelligence
Managing Diverse workforce and Cultural Intelligence,
Critical issues in managing people in organisations
Part two
You are each asked to find a different high quality peer reviewed academic article on the aspect of Organisational Behaviour or Human Resource Management you have chosen to research. The article must be selected from a recently published article (2010 – 2018) from a respected peer reviewed academic journal of a reasonable length – at least five pages long. There is an approved journal list below, but you may also choose any journal that is rated 3* or 4* in the ABS rankings.  
You will find the data bases on the Library web site helpful, in particular:
ABI/Inform Global (From ProQuest)
Academic Search Premier (Ebsco – used to be Elite)
Business Source Complete (Ebsco)
Emerald Full text
Approved journal list:
International Journal of Human Resource Management
Work, Employment and Society
Human Resource Management Journal (UK)
European Journal of Industrial Relations
Gender, Work and Organisation
Employee Relations
Human Relations
Organizational Behaviour and Human Decision Processes
Journal of Organizational Behaviour
Part three
For the individual assessment element, you will have to choose, read and printed off your article and write a 500-600 review.  You will need to annotate your article and include all your original workings alongside the final submission.  This is to help the examiner understand how you are reading the article, the points you are identifying and equally provide you with feedback on any aspects you may have overlooked.
Part four
In this part of the assignment your group is required to identify four journal articles, probably selected from the above academic journals, discuss them and write a review in which you compare and contrast all the four articles, noting similarities and differences in the arguments they make, noting the value and contribution of each of the articles (slides for support uploaded on blackboard and discussed in session).


Carter et al. (2012) in their paper on transformational leadership discusses about the indispensability of organizational change . According to the author organizational change is concerned with the purposeful, frequent and ongoing adjustments to achieve the cumulative effect. The authors argue that in order to cope with  the change in the organization, the employees retain the effective elements of the organization. This leads to the employees in going through tensions as they try to  balance their prior levels of performance along with adapting to the new job. Therefore, the role of the role of the mangers is to mitigate the tensions and promote effective performance among the employees. Out of all the leadership styles, it is transformational leadership that is considered to be the most effect in fostering a sustainable change in the organization. The ability of the transformational leaders lie in understanding the need for change and therefore aim for a compelling vision that would inspire the employees and ensure in effective human resource management. The authors investigate about the team-focussed aspect in transformational leadership and its effectiveness in influencing the performance of the employees at the subordinate level s of the organization where change is much needed. The framework adopted by the author for the purpose of the study is the change model. The role of the mangers is to operationalize change and interact with the employees. In case the employees are unable to understand the vision of the mangers, they might feel left out. The relevance of the study in the realm of organizational change and change model is that if the transformational leaders pay adequate attention to coaching and mentoring the employees, then their relationship will grow. It is argued by the authors that employees who are closer to the employers and engage in high-quality behaviour will perform better. They will further show diligence in the performance of their tasks and will be helpful towards their peer group. According to the authors under continuous incremental change transformational leadership catalyzes high quality relationships. It has been found that when a change is initiated, employees modify their work and social norms therefore, leading to higher expectancy. The methodology adopted for the study is that collection done in two service organizations located in China. It was found that both these organizations employ work teams for their respective operations. The authors found that during the course of data collection change initiatives were implemented by the teams. Data was elicited from full-time employees  who were associated with the two companies since 2009. The authors argued that previous literature have solely discussed about the need of transformational leadership in organizational change without intervening into the context in which this kind of leadership operates. The study helped in explaining the mediating process about the influence of transformational leadership in ushering in change among the lower levels of the employees. It also helps in bridging the gap and helps in improving emotional intelligence of the employees. The mediating influence underscore on the social quality of relationships. As per the findings of the author, relationship quality is linked with the performance of the employees. It was also argued that greater change leads to the path of direction and facilitates in assisting the managers. It is important for mangers in the organization to condition their behavior to generate high-quality performance in the employees and utilize their energizing aspects to train the employees to show loyalty towards the organization. During the execution of in-trenching change, the mangers need to emphasize on values that would motivate the employees to adapt to the changing organizational environment.


Reference and bibliography

Allen, D.G. and Shanock, L.R., 2013. Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees. Journal of Organizational Behavior, 34(3), pp.350-369.

Carter, M.Z., Armenakis, A.A., Feild, H.S. and Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior,34(7), pp.942-958.

Fisher, C.D. and To, M.L., 2012. Using experience sampling methodology in organizational behavior. Journal of Organizational Behavior, 33(7), pp.865-877.

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