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<p>Organizational change (OC) initiatives require effective human resource management practices (HRMPs). This review analyzes recent research on the role of HRMPs in OC, focusing on major trends and differences between Western and non-Western contexts. A Preferred Reporting Items for Systematic Review and Meta-Analysis (PRISMA)-guided search using Scopus and Google Scholar identified 26 relevant studies. The key findings showed the varied and crucial roles that HRMPs play in communicating change goals, engaging employees, and collaborating with stakeholders. In particular, hard OC involving actions such as downsizing warrants responsive HRMPs. Although some practices transfer well across settings, implementing HRMPs in non-Western environments requires adaptation to local cultural and religious norms. The predominant focus on Western contexts underscores the need for more research in understudied regions, such as the Middle East and North Africa. The limitations of this review include potential biases in the source studies and the exclusion of nonindexed literature. We conclude by calling for an expanded investigation into evidence-based HRMPs and the complex dynamics between HRMPs and diverse types of OC across different organizational and national settings.</p>
</abstract>

Organizational change (OC) initiatives require effective human resource management practices (HRMPs). This review analyzes recent research on the role of HRMPs in OC, focusing on major trends and differences between Western and non-Western contexts. A Preferred Reporting Items for Systematic Review and Meta-Analysis (PRISMA)-guided search using Scopus and Google Scholar identified 26 relevant studies. The key findings showed the varied and crucial roles that HRMPs play in communicating change goals, engaging employees, and collaborating with stakeholders. In particular, hard OC involving actions such as downsizing warrants responsive HRMPs. Although some practices transfer well across settings, implementing HRMPs in non-Western environments requires adaptation to local cultural and religious norms. The predominant focus on Western contexts underscores the need for more research in understudied regions, such as the Middle East and North Africa. The limitations of this review include potential biases in the source studies and the exclusion of nonindexed literature. We conclude by calling for an expanded investigation into evidence-based HRMPs and the complex dynamics between HRMPs and diverse types of OC across different organizational and national settings.

Human Resource Management Practices for Effective Organizational Change: A Review of Research in Western and Non-Western Countries

Foundations of Management

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Organizational change (OC) initiatives require effective human resource management practices (HRMPs). This review analyzes recent research on the role of HRMPs...

Human Resource Management Practices for Effective Organizational Change: A Review of Research in Western and Non-Western Countries

Online veröffentlicht: 20. Jan. 2024

Seitenbereich: 7 - 24

DOI: https://doi.org/10.2478/fman-2024-0001

Schlüsselwörter
change agent, employee-organization relationship, human resource management, organizational change

© 2024 Ahmed A. R. Al-Nakeeb et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Human Resource Management Practices for Effective Organizational Change: A Review of Research in Western and Non-Western Countries

Online veröffentlicht: 20. Jan. 2024

Seitenbereich: 7 - 24

DOI: https://doi.org/10.2478/fman-2024-0001

Schlüsselwörterchange agent, employee-organization relationship, human resource management, organizational change

© 2024 Ahmed A. R. Al-Nakeeb et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Schlüsselwörter
change agent, employee-organization relationship, human resource management, organizational change