Introduction
Chapter introduction
This study provides valuable insights into employee perceptions of change and its implementation in daily human resource management By examining employees' views on change and change management, the author aims to uncover beliefs that resonate within the organization, which can be leveraged as initiatives for successful and sustainable changes in human resource practices.
Employees at Tetra Pak were encouraged to share their perspectives on change and change management, highlighting the effects these factors have had on their work environment and personal lives.
This study employs qualitative methodology to incorporate the collective voices of employees in the discussion of change and change management Data was collected through both informal and formal interviews, focusing on employees' perspectives and understanding of change processes and practices within the company.
The informal and formal interviews irradiated employees’ opinions, issues related to the work environment and people management of Tetra Pak
During the survey, the following themes emerged from the data: an understanding of change and change management; expectations of employee about change and change management; leading change; transition period
The correspondence with participants will provide the researcher with valuable insights into employees' experiences and perceptions of change, their understanding of leadership during transitions, and their expectations and feelings throughout the change process, particularly regarding people management within the company.
Background of the study
Change management and the ability to lead change are essential skills for leaders and middle-level managers in today's business environment However, many companies struggle to effectively implement these skills, which can hinder their success.
Many organizations struggle with digital transformation and changes in business processes, customer relationship management, restructuring, and reengineering, often leading to failure Researchers have extensively explored the reasons behind these unsuccessful changes, identifying key factors that contribute to their demise.
- At the first stage, the change might be designed not fit with the company’s strategy, business complexity and business pressure
Ineffective and non-transparent communication of change messages leads to a lack of deep understanding among employees, resulting in feelings of anger, worry, and distress.
- The change implementation is spontaneous without proper tools and operating models
- The key players of change fail to manage the resistors and impact of change on those peoples who are most affected by change
- Too much focus on long term wins but forget to acknowledge small and rapid wins
And according to Dr Linda Ackerman Anderson there are 5 common reasons cause failure of organisational change:
- Poor planning sets up organisational change for failure
- Priority focus on systems vs people
The rapid growth of economies has generated numerous business opportunities, but organizations face the pressing challenge of adapting to survive This imperative for change highlights that while transformation is essential, it is often more difficult to implement than to discuss A common reason for failure in change initiatives is the lack of focus from leadership, who may become overly absorbed in theories, systems, and processes It is crucial for leaders to effectively communicate the reasons for change, the goals of the organization, and the steps necessary for achieving these objectives.
3 they should execute change This is really not an easy task to do
In today's volatile business landscape, successfully implementing change has become a key competitive advantage Over the past two decades, advancements in technology have demonstrated the importance of this philosophy, as change enhances existing products, quality, services, processes, and systems Additionally, the working environment is shaped by various factors, including economic, political, and sociological influences, which significantly impact companies.
Such factors show a significant role in change management, as they will define why to change, what to change and how to change
With nearly 20 years of experience in human resource management, the researcher has navigated various types of change, including large-scale organizational transformations such as restructuring, leadership shifts, and the implementation of new policies and technologies She has also dealt with transformational changes related to organizational strategy, personal changes like hiring and layoffs, unplanned changes due to unforeseen events, and remedial changes aimed at improving performance Each type of change requires a tailored action plan and thorough preparation, which is essential for achieving successful outcomes.
The work life of researchers reveals that change is a constant challenge, and implementing it effectively is often difficult Involving people in the change process is crucial, as change directly affects them Therefore, transparent communication, strong leadership commitment, and a sense of ownership are essential to inspire individuals Once organizations successfully engage their employees' aspirations, the change process can progress gradually through various models, such as the ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement).
Desire, Knowledge, Ability, Reinforcement), some may choose Johns Kotter model, which includes 8 steps:
3 Form strategic and vision initiatives tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
5 Empower action by remove barriers
8 Make change stick Every change, from wide change to small change will hit its own change curve (which will be mentioned more detailed in next session) but somehow, the success factors will be definitely the ownership, commitment, priority of initiative, capability and resources
Pursuing an MBA is a challenging decision, especially for professionals in the fast-paced FMCG industry, where finding time for work-life balance can be difficult.
The researcher recognized that enrolling in this course would significantly alter her life, and she was mindful of the time commitment required over the next 1.5 years This awareness enabled her to develop a concrete plan to facilitate this transition Through the course, she was able to systematize her knowledge of change and change management, engaging with a variety of literature from esteemed scholars who offer diverse experiences and perspectives on the subject Notably, some change models emphasize the human aspect of change.
ADKAR model, some theories are developed and offered valuable tools to project management professionals as a process-driven model
Though in modern world economic history there are many stories and recognitions of successful change of global players such as Microsoft Research
In September 2016, Satya Nadella restructured Microsoft by merging the Microsoft Research Group with the Bing, Cortana, and Information Platform Group teams, forming a new AI and Research Group This initiative, comprising around 5,000 engineers and computer scientists, aims to drive innovation in artificial intelligence throughout Microsoft's product offerings.
In the 2000s, Google underwent a significant transformation by restructuring under the Alphabet umbrella, which allowed for better management and innovation across its diverse range of services This strategic move aimed to enhance operational efficiency and foster growth in various sectors.
Larry Page restructured Google by creating separate companies under a new parent organization named Alphabet He serves as the CEO of Alphabet, while co-founder Sergey Brin holds the position of president, and former Google executive Eric Schmidt is the chairman Each company within Alphabet operates independently with its own CEO dedicated to specific objectives.
Or the entire organisation restricting of British Airways in 1981
To boost profitability, Lord King, the new chairman, initiated a comprehensive restructuring of the organization, which included reducing the workforce from 59,000 to 39,000, cutting unprofitable routes, and modernizing the fleet He also enhanced the airline's image by hiring a new marketing expert As a result of these changes, the airline achieved record profits of $284 million within a decade, leading the industry.
Despite of those success stories, surely questions pertaining change elements and how is change managed and executed successfully and sustainably are challenging to administrators
To ensure successful implementation of change with minimal impact on employees, organizations must define effective change strategies and methodologies Changes can significantly affect employees' personal and work lives, including working conditions, compensation, engagement, and motivation Therefore, it is essential to empower coworkers, involve them in the change process, and ensure they understand its implications to evaluate its effectiveness However, a survey conducted by researchers at Tetra Pak revealed that some employees did not proactively engage with the change, likely due to a lack of communication and clarity regarding their roles in the process Despite the company's openness to employee involvement and feedback, many were unaware of how they could contribute to change management.
6 depth about the perceptions of employee about change in organization and also change in human resources management On this basis, the insights of employees of
Tetra Pak contributed to this study and help to evaluate the effectiveness in recent changes in Tetra Pak
Rising from those arguments stated above, the researcher of this study tried to acquire a comprehensive study to understand employee’s insights of change and change management in Tetra Pak.
Methodology
The literature study for this dissertation started in November 2018 and close by March
2019 The researcher approached such theories of transition of HRM, change management, leading change, how to make change stick, employee motivation, digital transition, social responsibility
The data gathering process involved interviewing and surveying 25 middle management employees at Tetra Pak, conducted in two steps: first, a survey, followed by formal and informal group or individual interviews This informal approach allowed researchers to gain open insights into employees' perspectives on organizational changes, often leading to meaningful discussions The responses from employees enriched the researchers' understanding of change and change management among participants.
As above mentioned, survey is also sent to participants with questions presented The participants will answer the questions based on their experience and understanding.
Research questions
The author aims to gain a deeper understanding of change and change management from the employees' perspectives by posing primary questions These inquiries are designed to explore the context and implications of change within organizations.
1.4.1 What did employees understand about change and change management in their departments and within organisation?
1.4.2 What and how were employee experiences with change and change management in their departments and within organisation?
1.4.3 What and how did employees understand about change and change management in people management?
1.4.4 What did employees understand about their roles in change and change management in general and in human resource management particularly?
1.4.5 What did employees understand about roles of managers, management board in change and change management, both in general aspect and in human resource management?
1.4.6 What and how did employees do to contribute to change and change management?
1.4.7 What are the most success factors for an organisation initiative change and manage change successfully, especially in people management?
The secondary questions were designed to understand further about the expectations about their roles in change and also their recommendations for a successful change
1 Did employee want to participate in initial step right after change initiative communicated?
2 What did employee expect to have successful changes included change in people management?
3 What were success factors to have successful changes included change in people management?
General objective
The answers of primary and secondary questions will help the researcher understand in depth how employees perceive change and conduct changes in daily people/human resource management
The author explores employee perspectives on change and change management, highlighting their beliefs about change within the organization These insights serve as valuable initiatives for fostering successful transitions and enhancing overall organizational effectiveness.
8 change in human resource management From that points solutions for maintain change and change management repeatedly and reliably in HRM will be proposed
With regard from the findings, the study reveals the needful factors for maintain change frequently and reliably.
Tetra Pak
Tetra Pak, established by Ruben Rausing, is named after the tetrahedron-shaped plastic-coated paper carton innovated by Erik Wallenberg The introduction of the Tetra Brik package and aseptic packaging technology in the 1960s and 1970s revolutionized cold chain supply, significantly enhancing distribution and storage capabilities.
1990s the company was headed by the two sons of Ruben Rausing, Hans and Gad, who took the company from a family business of six employees, in 1954, to a multinational corporation
Tetra Pak, a Swedish multinational company headquartered in Lund and Lausanne, specializes in food packaging and processing It provides innovative packaging solutions, filling machines, and processing technologies for a variety of products, including dairy, beverages, cheese, ice cream, and prepared foods.
In Tetra Pak, the business philosophy reflects by their band promise “PROTECT
WHAT GOOD” They bring promise to life by committing to protect food, to protect people and to protect future
Our company is dedicated to ensuring food safety and accessibility for all by collaborating with customers and partners We achieve this through our innovative and industry-leading solutions in food processing, packaging, and services.
Not only Tetra Pak’s people but also communities where it operates are also secured and supported
Company’s business philosophy is protecting the future of our earth and long-term success of clients – Source https://tetrapak.com/sustainability
Tetra Pak's core competitive advantage lies in its Research and Development, which enables the company to meet customer demands for faster, better, and more cost-effective solutions.
9 their operational cost and to increase performance in order to remain competitive
Company invests in technology and new products in response to customers, consumer and market dynamics – Source - https://tetrapak.com/about/tetra-pak-in-brief
To stay competitive in a changing market, companies must prioritize change management and innovation as core competencies At Tetra Pak, human capital is encouraged to pursue personal development and foster the growth of others, ensuring they meet the ever-increasing expectations of customers.
Tetra Pak Binh Duong JSC founded in 2016, and in October 2017 they organized the groundbreaking ceremony for liquid foods packaging factory in the Industrial Zone
Tetra Pak has established its fourth factory in VSIPIIA, Binh Duong province, enhancing its presence in the South Asia – East Asia and Oceania cluster This facility supports the company's strategy to meet the increasing demand for milk and beverages in the region By operating this factory, Tetra Pak aims to improve customer proximity and reduce lead times.
Since 2008, Tetra Pak has implemented a new HR model called HR ONE version 1.0, transitioning from administrative to strategic human resource management By 2016, the company introduced version 2.0, which divided HR responsibilities into three core functions.
The following chart outlines the specific responsibilities associated with each core function.
Figure 1.1: HR Model Version 2.0 applicable in Tetra Pak
Source: Presentation about People Process Tetra Pak’s Global HR – Internal
The new HR model distinctly separates transformational work from transactional work Organizational services focus on the transformational aspects of HR practices, taking on strategic and differentiated roles that are embedded within the organization.
HR and HR centers of expertise Then country services and core services play as
Tetra Pak offers a comprehensive solution for employee relations, compensation, benefits, and training, ensuring efficient support for all HR-related inquiries By standardizing and centralizing administrative tasks, the company enhances operational effectiveness Additionally, Tetra Pak utilizes a digital platform that provides employees with quick answers to routine questions, streamlining communication between service centers and staff A notable shift in this HR model is the increased responsibility of line managers, who, with the support of HRCS experts, are now central to people management, while HR staff focus on facilitation.
Problem statement
In 2016, business experienced a slowdown; however, 2017 marked a resurgence in GDP growth across eight of Tetra Pak's top ten markets, notably including Russia and Brazil.
Muted recoveries have reversed two years of economic downturn, with three of the company's five geographic clusters showing year-on-year improvements in net sales Notably, Europe experienced a 1 percent growth, breaking a negative trend that lasted four years However, for the first time in over a decade, the Greater Middle East & Africa region reported a decline in net sales at comparable exchange rates, attributed to challenging market conditions.
Sales of laminated packaging materials in Egypt, Pakistan, and the Arabian region have significantly declined due to a challenging business climate The consumption in key categories continues to decrease, exacerbating the competitive landscape.
(especially in packaging material segment) increasingly aggressive That reflects in
In 2017, sales of packaging materials experienced a decline due to ongoing weaknesses in core categories This downturn was further influenced by a shift from family packs to portion packs and net pricing reductions driven by intense global competition.
Despite being part of the top ten markets, Tetra Pak Vietnam is encountering significant challenges, particularly in employee retention, as competition has intensified recently The company has experienced a notable turnover rate, with talented and well-trained employees leaving for rival firms.
2017 higher than 20%, mostly came from technician and engineer level), employee engagement low, employees’ expectation in term of career advancement opportunities very high
The HR team conducted a SWOT analysis to assess the current state of operations and employee relationships, enabling them to develop a suitable action plan This analysis revealed clear insights into the organization's practical situation, highlighting the need for strategic adjustments.
Table A: Summary of SWOT analysis pertaining HRCS in Tetra Pak
Desired State Characteristic Category Current State Rationale
Localization and aligning with the business and global guidelines
Best practice sharing across the cluster
Partnership Good Policies and procedures
Account management Partnership Client expectations that HR knows it all
To be Pro-active Delivering
Contextualizing Communication Perceived as lack of human touch
Contextualizing the rationale and having a pragmatic approach
Communication Too process driven – time consuming
Drive the correct mindset and culture that stakeholders will be more independent
Partnership Are we doing too much of tracking
Improve collaboration within the HR function Partnership We are working in silo(s)
Be more involved in strategic business stakeholder management
Partnership Good working relationship with stakeholders
HRCS on change management to support better employee experience
Learn to blow our own trumpet Communication Lack in marketing HRCS
Improve understanding of business Partnership Lack of Business knowledge
Having backups who are able to provide support whilst we are away
Partnership Cannot take leave with “peace”
Being aware of challenging both from external and internal, the global management team has defined a clear direction until 2020 to ensure sustainable profitable growth for whole group
The focus is on advancing the development and implementation of digitally-enabled products, services, and applications that will drive growth.
Tetra Pak is enhancing productivity for both its customers and the company through innovative solutions, including codified packages and predictive maintenance The company is actively pursuing multiple initiatives in this rapidly evolving and crucial sector of its operations.
Another focus is on employee engagement The management board is understandable the value of achieving sustainable engagement is business priority Though in Tetra
Every two years, Tetra Pak conducts an employee engagement survey to provide the global management board and local operations with comprehensive statistics on employee engagement This survey includes benchmarks comparing past results, Tetra Pak's global performance, and Global High Performance norms, enabling the preparation of action plans to enhance engagement Notably, in 2015, the South Asia – East Asia and Oceania cluster exhibited significant differences compared to the Global High benchmarks.
Performance norms at Tetra Pak Vietnam emphasize the importance of change and collaboration To address the pressing need for improvement, the company conducted a survey, communicated the results to the team, and performed a root cause analysis An action plan was developed with prioritization and consolidation at the cluster level However, in a fast-paced business environment, resistance to change among employees poses a significant risk to business outcomes.
This figure below is from the 2016 Global Workforce study from Willis Towers
Watson Organisations with LOW = below average traditional engagement 9.9 %
Operating Margin HIGH = Organisations with above average traditional engagement
14.3 % tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Figure 1.2: 2016 global workforce study - Source - Willis Tower Watson
Because of this essence, the strategy till 2020 is made:
The internal document from Tetra Pak provides the latest guidelines for downloading and submitting thesis projects It emphasizes the importance of adhering to the specified formats and deadlines for successful completion For further assistance, users can reach out via the provided email address.
Tetra Pak, renowned for its exceptional performance, is focusing on the necessity for sustainable and repeated changes within a specified timeframe, utilizing both financial and human resources This study emphasizes the importance of change management, particularly in the context of people management.
Literature review
Chapter introduction
In this chapter the researcher provides an overview of the existing relevant literature that characterizes the research problem and relates to research topic
Besides, this chapters presents the connection between the theory and the research questions and objective that stated in Chapter 1
The chapter also outlines theoretical framework, change and change management concept, conceptual framework and the empirical review.
Theoretical framework
This literature review outlines change and change management; discusses some key reasons for change; sketches forms of change; presents John Kotter and
ADKAR models and approaches to change; focus on 8 th step of John Kotter model
To ensure successful change implementation, it is crucial to focus on employees as the primary recipients of change, particularly their perceptions regarding people management and the change management skills of leadership Effective communication, addressing resistance, and navigating the transitional period are essential factors that influence employee engagement and acceptance of change, highlighting the interconnectedness of these elements in the change process.
Change is often described as a straightforward process of replacing the old with the new, as noted by De Jager (2001, p 24) It represents a journey from the past to the future, yet the implementation of change proves to be challenging Many individuals hesitate to abandon the familiar due to a natural suspicion of the unknown, coupled with concerns about the learning curve and the potential for failure.
In a corporate environment, change often represents a transition from the familiar to the unfamiliar, leading to uncertainty about future outcomes This uncertainty can adversely affect employees' competence profiles and their ability to adapt to new situations Numerous studies and real-world observations indicate that many employees resist change, preferring stability over the unknown.
Clear communication of visions and reasons for change is essential for successful transformation To achieve effective change, it is crucial to integrate key elements such as vision, mission, communication, leadership change management skills, employee contributions, and company culture Each of these factors plays a significant role in facilitating change.
- Vision orients the future business of company
- Mission acts like a guideline for change
- Communication and change management skills of leadership play key roles in change preparation
- Contribution of all relevant stakeholders will help to run a smooth and transparent process
- Company culture help people understanding the company’s way of working, business philosophy, or on the other hand change initiative will be influenced by company culture
In today's competitive business landscape, change is essential for gaining a competitive advantage Organizations that successfully initiate and manage change are positioned as market leaders, recognizing the importance of an integrated approach that combines structural, technological, and behavioral strategies.
There are many definitions of change managements, my most favourite definitions are:
“The coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organisation” BNET Business dictionary
A systematic approach to managing change is essential for both organizations and individuals This involves proactively adapting to change, controlling its impact, and effectively implementing necessary transformations.
“Minimizing resistance to organisational change through involvement of key player and stakeholders” BusinessDictionary.com
”Change management is a style of management that aims to encourage organisations and individuals to deal effectively with the changes taking place in their work”
In term of execution, change management is a process with challenges when it comes to evaluate the effectiveness of change in an organisation
Successful change provides organizations with a competitive advantage over their rivals, enabling them to adapt effectively from both internal and external perspectives However, implementing change is often challenging, as many organizations encounter resistance and communication issues that significantly contribute to the failure of change initiatives Addressing these challenges is crucial for effective management and successful adaptation.
John Kotter has listed 8 common mistakes clearly in “Leading change “ (Leading change, 2012 page 16):
2 Falling to create a sufficient guiding coalition
3 Underestimating the power of vision
4 Under communicating the vision by factor of 10
5 Permitting obstacles to block the new vision
6 Falling to create short-term win
8 Neglecting to anchor changes firmly in the corporate culture And of course, those errors cause surely consequence:
- New strategies are not implemented well
- Acquisitions don’t achieve expected synergies
- Reengineering takes too long and costs too much
- Downsizing doesn’t get cost under control
- Quality programs don’t deliver hoped for result
To eliminate errors, Kotter (1996) proposed effective solutions.
- Change practices and strategies must be managed and well executed
- All achievements must be scheduled ahead and relevant with expected results
- Restructuring should be done as soon as possible to ensure not only change will be effective but also cost and timing also effective and associated closely with change
- Manpower cutting off must be done in a proper manner with cost controlling and procedure respecting
- Quality deployment system must be carefully chosen to get the expected result
To thrive in the 21st century, organizations must transition from traditional management systems to modern approaches This shift requires a clear vision, a focus on contemporary values, and a quality-oriented mindset at all levels Emphasizing stakeholder engagement, rapid adaptation, innovation, a flat organizational structure, flexibility, cross-functionality, and a global perspective is essential for building a successful and resilient organization.
The key role during change implementation is leading The leaders style will not only focus on change but also is the key element for creating direction and commitment
Leadership is crucial in shaping a vision for the future and motivating individuals to overcome challenges to achieve it, as emphasized by John Kotter in "Leading Change" (2012, p 28) He asserts that successful change is predominantly driven by leadership, accounting for 70 to 90 percent of the process, while management contributes only 10 to 30 percent Kotter also highlights the distinct roles of management and leadership, further clarifying their differences in his book (2012, p 29).
Establish detail steps and timetable for achieving needed results, then allocating the resources necessary to make it happens
To effectively achieve plan requirements, it is essential to establish a clear structure, staff it with qualified individuals, and delegate the necessary responsibilities and authority Additionally, providing comprehensive policies and procedures will guide team members, while implementing monitoring systems will ensure successful execution of the plan.
Monitoring results, identifying deviations from plan then planning and organizing to solve those problems
Develop a vision of the future, often the distant future and strategies for producing change needed to achieve that vision
Effectively communicate your vision through both words and actions to engage all potential collaborators This approach fosters the development of teams and coalitions that not only grasp the vision and strategies but also embrace their legitimacy.
Energizing people to overcome major political, bureaucratic and resources barriers to change by satisfying basic but often unfulfilled, human needs
Produce a degree of predictability and order and has the potential to consistently produce the short-term results expected various steak-holders
(such as for customers, being always on time, for stock-holder, being on budget)
Driving significant change can lead to highly beneficial outcomes, such as the development of new products that meet customer demands and innovative labor relations strategies that enhance a company's competitiveness.
Many authors presented guidelines for transformational leaders, and one of them is
Gary Yukl, has delivered comprehensive guidelines for transformational leaders in his book Leadership in organizations and they are around the following aspect
- Explain how the vision can be attained
- Use dramatic, symbolic actions to emphasise key values
The research highlights six essential leadership skills necessary for Tetra Pak, which are crucial for implementing successful change and enhancing performance across all staff levels Additionally, the skill matrix for these leadership elements varies significantly depending on the staff level.
Figure 2.1: 8 step process of leading change – Source https://www.kotterinc.com/8- steps-process-for-leading-change/
According to figure D, there are 8 step process to identify the success factors for change management Function of each step is described as follows:
Step 1: Create a sense of urgency
For effective change to occur, it is essential that the entire organization embraces the need for transformation This collective desire fosters a sense of urgency, which is crucial for generating the initial motivation required to drive progress.
Research methodology
Chapter introduction
The research design, population, survey method, data collection process, validity, reliability and data analysis being use will be presented in this chapter.
Research design
Research design create the blue print for data collection, measurement and analysis of data Primary data will be collected via surveys (online, questionnaires), interview
(individual and group) then analysed by qualitative approach Interpretation after data analysis and define the solutions for maintain repeated and reliable change
The design of the study was carried out within Tetra Pak Vietnam therefore the geographical scope is small and makes the survey easier to conduct.
Population
The research focused on middle management employees at Tetra Pak, who play a crucial role in implementing change With a total of 25 individuals in this management tier, starting from the supervisor level, the findings were derived and generalized based on the feedback from these targeted employees.
Data collection
Department Target Population Sample Size
Total 25 25 tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Primary data is used for the research and obtained from Tetra Pak employees in
In Vietnam, a comprehensive data collection approach is employed, utilizing both hard copy and electronic questionnaires to gather primary data from employees To gain insights into employee perceptions regarding change and change management, individual and group interviews are also conducted The questionnaire is crafted to be clear and effective, encompassing both open and closed questions, and is distributed during working hours to maximize response rates.
Individual and group interviews were conducted during free and break times, utilizing a prepared list of questions to facilitate open and honest feedback from employees about change and change management This methodology allows for genuine insights into employee perspectives.
Data analysis
As above mentioned, data analysis was completed by using qualitative technique
Based on data collected, the interpretive approach is made Next to this, face to face interview is also made to define and ascertain the perception, behaviour in ethnography
Qualitative statements aim to present, explain, and interpret the studied phenomenon rather than verify the study The analysis of the results is conducted by gathering the perceptions and understandings of the participants involved.
Using qualitative approach in this research supported the author to:
Understanding the bigger picture of change within organisation, it includes change management, change procedure and practices;
Understanding staff perceptions and understanding on change, especially change in human resource management in last 10 years in Tetra Pak;
Observing the relationships within organisation;
Making accurate predictions about solutions is essential for ensuring effective and consistent change.
Table 3.1: The summary of data collection and analysis is stated as below:
Understanding perceptions of employees pertaining change and change management
Frequency Percentage Interpretive approach Evaluate the impact of employees’ understanding about change on resistance on change
Frequency Percentage Interpretive approach Finding the solutions for change repeatedly and reliably Primary data
Frequency Percentage Interpretive approach tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Result and finding
Chapter introduction
This chapter presents the data analysis, findings, and interpretations, with results displayed in tables and diagrams The analyzed data is organized by subjects that align with the study's objectives.
Respond rate
A total of 25 questionnaires were distributed, all of which were returned completed, resulting in a 100% response rate Esteemed scholars suggest that a return rate exceeding 70% is considered excellent and adequate for research purposes.
Demographic characteristics
This section describes all about information relevant to respondents such as age, gender, education background, service years in current position, service years in Tetra
Pak tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Figure 4.1: Gender of respondents - Source: Author’s own survey
Figure 4.1 indicated that most of employees in Tetra Pak are male The disparity is quite big and reflects the truth of gender imbalance in high tech industry
Figure 4.2: Age of respondents - Source: Author’s own survey
The survey results indicate that only 4% of respondents are over 50 years old, suggesting that the majority of Tetra Pak employees are in their middle age This demographic is typically associated with higher productivity, which can significantly enhance the company's overall performance.
AGE OF RESPONDENTS tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Figure 4.3: Education background of respondents - Source: Author’s own survey
The data presented in Figure 4.3 reveals that nearly all employees at Tetra Pak hold postgraduate degrees, with only 16% having a diploma This indicates a highly educated workforce, aligning with the management board's strategy to recruit key team members with strong educational backgrounds for the new factory Such qualifications suggest that employees possess the ability to quickly learn, adapt to changes, and effectively manage organizational transitions, ultimately benefiting the company's performance.
Figure 4.4: Position of respondents - Source: Author’s own survey
CURRENT POSITION tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
The target attendees of this research are middle management level of company
Results in figure 4.4 show that more than 50% of respondents are manager and supervisor level, who the main workforce to deploy and execute change in organization
Figure 4.5: Service years in current position - Source: Author’s own survey
The respondents were asked to indicate their service time in current position Results in figure 4.5 show 28% of employees working in current position less than 3 years
A company's people strategy should prioritize succession planning to effectively manage future changes in its workforce This approach is crucial during the formative stages of corporate development, ensuring optimal manpower staffing for sustained growth.
Figure 4.6: Service time in Tetra Pak - Source: Author’s own survey
SERVICE YEARS IN CURRENT POSITION
SERVICE YEARS AT TETRA PAK tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
The figure 4.6 shows the service years of respondents in Tetra Pak 24% of respondents have work in Tetra Pak for less than 2 years and 16% have work in Tetra
With over 15 years of experience, the company boasts a wealth of knowledgeable employees As shown in Figure 4.6, this extensive expertise facilitates the continuous flow of knowledge, allowing seasoned staff to impart the company's values and insights to newly hired colleagues This knowledge transfer is essential for enhancing overall company performance.
4.4 Employees’ perception on change in human resource management
This section's questionnaire aims to assess employees' awareness of changes in human resources management It will cover the reasons for these changes, the communication strategies employed during the transition, and the key success factors for effective change management Additionally, it will explore the change management projects, the necessary skills of line managers, and the functions of the human resources department that are essential for facilitating change.
The table 4.1 below shows the feedbacks from respondents about roles and responsibilities of Human Resource Management in company
Most respondents with over 5 years of experience at Tetra Pak have a clear understanding of the roles and responsibilities of HR departments Additionally, some have held multiple positions over the past decade and have served as human resource change executives within the organization.
Employees often conflate the roles of Human Resource Management (HRM) with routine administrative tasks, particularly those with less than two years of experience However, the HRM department at Tetra Pak encompasses broader organizational responsibilities, including change management and aligning human resources with future needs.
In addition, respondents still confuse roles of human resources manager in company
24% of respondents (6 people) are very firm that Human Resources Manager of company is the person in charge of managing all functions of HR Departments
A common perception among 24% of respondents is that the HR Department enforces strict control over employees through policies This belief may stem from inadequate induction processes for new hires at the time of joining.
The findings from this research are crucial for researchers to understand the implications for future stages.
Table 4.1: Breakdown of awareness of employees about functions and responsibilities of Human resource department
How do you understand about functions and responsibilities of Human Resource department in company?
Answer options Right Don’t know Wrong Response count
HR Department manages people by policies 20 5 25
HR Department is responsible for proactively deploying Global HR strategy through direction for employee to implement their tasks to reach company's strategy 22 3
HR Department is responsible for solving problems related to people through expertise of its staff 25
25 Respective line manager is the person in charge of solving problems related to people with expertise support from HR Department 18 7 25
HRM is the person in charge of managing all function of HR Department 6 19 25
HRM serves as a strategic partner to various cross-functional departments, providing support and advice on all aspects related to personnel It acts as a coordinator to ensure the quality of services delivered by the HR Department to other departments.
HR Department in charge of internal matters 25 25
HR Department in charge of both internal and external matters 25 25
HR Department focuses on short term requirements such as cost reducing or improving product quality of company 10 15 25
HR Department focuses on long term strategies such as investment effectiveness or sustainability of company's knowledge 17 8 25
HR Department is the change follower 9 16 25
HR Department is the change initiator and facilitator 10 15 25
HR Department controls employees strictly 17 8 25
HR Department control employees by giving them freedom to execute their jobs with responsibility 18 1 6 25
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Figure 4.7: Awareness of employees about HR Departments functions - Source:
The questions were made to see the awareness of employees about functions of HR department in Tetra Pak The figure 4.7 reflects the answers from employees
Overall, managers level understood correctly the functions of HR department 88%
The HR Department plays a crucial role in proactively implementing the Global HR strategy, guiding employees to align their tasks with the company's objectives A significant 72% of respondents recognize that line managers are essential in addressing personnel-related issues, supported by HR experts Additionally, 40% of respondents acknowledge that the HR department acts as a change initiator and facilitator, rather than merely following changes.
Despite receiving clear feedback regarding the functions of HR departments, many employees, particularly new hires and supervisors, still experience confusion Notably, 24% of respondents mistakenly believe that the HR Manager oversees all HR functions This misunderstanding highlights employees' lingering familiarity with the traditional administrative HR management model.
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A significant 44% of respondents believe that the HR Manager does not serve as a strategic partner to other cross-functional departments, failing to support and advise on people-related matters while ensuring service quality Additionally, 32% of respondents feel that the HR Department does not prioritize long-term strategies like investment effectiveness or knowledge sustainability Furthermore, 60% perceive that HR is primarily focused on short-term goals, such as cost reduction and product quality improvement Lastly, 24% of respondents feel they lack the freedom to execute their responsibilities, a misconception often stemming from newly employed staff.
Table 4.2: Breakdown satisfaction of employees about recent change in HRM System in company
Are you satisfied with recent change in HRM system of company?
Answer options Response count Response percent
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Figure 4.8: Satisfaction about change in HRM System in Tetra Pak - Source:
Table 4.2 indicates that 52% of respondents, totaling 13 individuals, are dissatisfied with the recent changes in the HRM system This dissatisfaction is primarily observed among employees who have been with the company for 3 to 5 years, including 5 managers and the rest at the supervisor level This finding serves as a critical alert for the management team, prompting them to analyze the root causes and develop an action plan to enhance employee satisfaction, which will be further explored in the expert interview and implications section.
Table 4.3: Success evaluation of HRM strategy execution at department level
Is deployment HRM strategy in your departments executed successfully?
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Figure 4.9: Success evaluation of HRM Strategy execution at department level - Source: Author’s own survey
The analysis of HR strategy execution at the departmental level reveals that only 32% of respondents believe the HRM strategy has been successfully implemented in their departments Additionally, 16% of participants are uncertain about the success of the execution, while a significant 48% disagree, indicating that the HRM strategy is not effectively deployed in their areas.
Part A: Change understanding
Table 4.1: Breakdown of awareness of employees about functions and responsibilities of Human resource department
How do you understand about functions and responsibilities of Human Resource department in company?
Answer options Right Don’t know Wrong Response count
HR Department manages people by policies 20 5 25
HR Department is responsible for proactively deploying Global HR strategy through direction for employee to implement their tasks to reach company's strategy 22 3
HR Department is responsible for solving problems related to people through expertise of its staff 25
25 Respective line manager is the person in charge of solving problems related to people with expertise support from HR Department 18 7 25
HRM is the person in charge of managing all function of HR Department 6 19 25
Human Resource Management (HRM) serves as a strategic partner to various cross-functional departments, offering support and advice on all aspects related to personnel Additionally, HRM acts as a coordinator to ensure that the service quality provided by the HR Department meets the needs of other departments effectively.
HR Department in charge of internal matters 25 25
HR Department in charge of both internal and external matters 25 25
HR Department focuses on short term requirements such as cost reducing or improving product quality of company 10 15 25
HR Department focuses on long term strategies such as investment effectiveness or sustainability of company's knowledge 17 8 25
HR Department is the change follower 9 16 25
HR Department is the change initiator and facilitator 10 15 25
HR Department controls employees strictly 17 8 25
HR Department control employees by giving them freedom to execute their jobs with responsibility 18 1 6 25
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Figure 4.7: Awareness of employees about HR Departments functions - Source:
The questions were made to see the awareness of employees about functions of HR department in Tetra Pak The figure 4.7 reflects the answers from employees
Overall, managers level understood correctly the functions of HR department 88%
The HR Department plays a crucial role in proactively deploying the Global HR strategy, guiding employees to align their tasks with the company's objectives A significant 72% of respondents recognize that line managers are essential in addressing personnel-related issues, supported by HR experts Additionally, 40% of respondents acknowledge that the HR department acts as a change initiator and facilitator, rather than merely following changes.
Despite receiving clear feedback regarding the functions of HR departments, many employees, particularly new hires and supervisors, still experience confusion Notably, 24% of respondents mistakenly believe that the HR Manager oversees all HR functions This misunderstanding highlights employees' lingering familiarity with the traditional administrative HR management model.
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A significant 44% of responders believe that the HR Manager does not serve as a strategic partner to other cross-functional departments, failing to support and advise on people-related matters while ensuring service quality Additionally, 32% of responders feel that the HR Department does not prioritize long-term strategies like investment effectiveness or knowledge sustainability Furthermore, 60% perceive that HR is primarily focused on short-term goals, such as cost reduction and product quality improvement Notably, 24% of responders feel they lack the freedom to execute their responsibilities, a misconception often stemming from newly employed staff.
Table 4.2: Breakdown satisfaction of employees about recent change in HRM System in company
Are you satisfied with recent change in HRM system of company?
Answer options Response count Response percent
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Figure 4.8: Satisfaction about change in HRM System in Tetra Pak - Source:
Table 4.2 indicates that 52% of respondents, totaling 13 individuals, are dissatisfied with the recent changes in the HRM system This dissatisfaction is primarily observed among employees who have been with the company for 3 to 5 years, including 5 managers and the rest at the supervisor level This finding serves as a critical alert for the management team, prompting them to analyze the root causes and develop an action plan to improve employee satisfaction, which will be further explored in the expert interview and implications section.
Table 4.3: Success evaluation of HRM strategy execution at department level
Is deployment HRM strategy in your departments executed successfully?
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Figure 4.9: Success evaluation of HRM Strategy execution at department level - Source: Author’s own survey
The analysis of HR strategy execution at the departmental level reveals that only 32% of respondents believe the HRM strategy has been successfully implemented in their departments Additionally, 16% of participants are uncertain about the success of the execution, while a significant 48% disagree, indicating that the HRM strategy is not effectively deployed in their areas.
Disagreement regarding the successful execution of HRM strategy is evident among various roles, including managers, supervisors, and HR department personnel.
Success evaluation of HRM strategy execution
Strongly agree Agree Neither agree nor disagree Disagree
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Table 4.4: Understanding reasons for HRM change
Do you understand reasons for change in HRM?
Please kindly give at least 5 reasons by ticking in appropriate box (from 1 is not important to 5 is the most important)
N ot im po rt ant Less im p or tan t Im po rtant V er y im po rtant Extr em el y im por tan t R es pons e coun t
Increasing Operational Efficiency/Standardization 1 5 6 5 8 25 Better knowledge & processes management Shared Services of HRM 1
Enhancing people management skills of middle level manager 3 3 5 7 7 25
Increasing Brand Awareness and competitive advantage of company 2 7
Improvement of the quality of product and service 2 7 8 6 2 25 Creating "buy in" of employees into organizational change in
Requirement on improvement of the quality of service
Standardizing competence profile for all positions as of global standard 2 2 7 6 8 25
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Figure 4.10: Understanding reasons for HRM change - Source: Author’s own survey
The respondents identified the top five reasons for changes in Human Resource Management (HRM), as shown in Table 4.4.
1 Standardizing competence profile for all positions as of global standard (32%)
3 Enhancing people management skills of middle level manager (28%)
4 Better knowledge & processes management Shared Services of HRM (20%)
5 Creating "buy in" of employees into organizational change in 4.0 industry (16%)
In addition to the top five reasons previously mentioned, a significant number of respondents believe that the ongoing restructuring in Human Resource Management (HRM) at Tetra Pak is primarily driven by cost-cutting measures, with 32% considering this a very important factor Furthermore, 24% of respondents view the enhancement of quality and service as a crucial reason for the changes.
REASONS FOR HRM CHANGE Not important
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Are the above mentioned reasons communicated to you clearly
Answer option Response count Response percent
Figure 4.11: Clear reasons communication - Source: Author’s own survey
Table 4.5 reveals that only 24% of respondents felt that the reasons for change were communicated clearly, while 68% indicated that the communication was either unclear (32%) or somewhat clear (36%) This feedback predominantly came from newly hired employees and those at the supervisor level.
The article discusses varying levels of clarity in communication, ranging from extremely clear to absolutely unclear It also mentions the importance of downloading the latest thesis materials and provides contact information for further inquiries.
Table 4.6: Success factor for change
Which factors do you think leading success change in company?
Please kindly give at least 5 reasons by ticking in appropriate box (from 1 is not important to 5 is the most important)
N ot i m po rt ant Less im p or tan t Im po rtant V er y i m po rtant Extr em el y im p or tan t R es pons e c oun t
1 2 3 4 5 Integrating changing plan (short term, middle term and long term plans) 1 4 9 8 3 25
Clear vision and communicated transparently 3 5 17 25
Strong commitment from top management 7 1
Effective leadership skills from top management 3 8 8 6 25 Change management skills from middle level management 2 7 7 9 25
Buy in motivation from employees 3 3 4 15 25
Strong coalition to lead change 4 4 17 25
Leading factor is company's culture: Understanding company's culture before leading change 1 3 6 1
Clear action plan and communicated effectively and specifically to respective parties 2 9 7 7 25
Clearly mentioning the roles of HR department with training middle level managers about change management skills and other functions of HR department
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Figure 4.12: Success factor for change
Result in table 4.6 presented top 5 success factor for change:
1 Strong coalition to lead change (68%)
2 Clear vision and communicated transparently (68%)
3 Buy in motivation from employees (60%)
4 Change management skills from middle level manager (36%)
5 Strong commitment from top management (32%)
Integrating changing plan (short term, middle term…
Clear vision and communicated transparently Strong commitment from top management Effective leadership skills from top management
Effective communication is essential for fostering transparency and ensuring that all team members are aligned Leadership from executive officers plays a crucial role in guiding the organization through change Engaging employees and securing their motivation is vital for successful implementation Strong project management skills are necessary to navigate the complexities of change initiatives Creating a sense of urgency can drive the momentum needed for transformation A robust coalition is essential to lead and support the change process Ultimately, the company's culture serves as the foundation for understanding and facilitating these changes effectively.
Clear action plan and communicated effectively and…
Clearly mentioning the roles of HR department with…
Not important Less important Important Very important
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Manager level is convinced by top 3 success factors:
- Clear vision and transparent communication
- Buy in motivation from employees
- Change management skills from middle level manager
Besides top 5 extremely important success factor for change, responders also mentioned about very important success factors for change as stated below:
2 Strong commitment from top management (40%)
3 Leading factor is company's culture: Understanding company's culture before leading change (40%)
5 Effective leadership skills from top management (32%)
6 Integrating changing plan (short term, middle term and long term plans (32%)
Some respondents believe that project management skills (32%) and management from executive officers (32%) are not considered important.
Table 4.7: Change success factors done in company
Which factors do you think being done in company during change?
Please tick in appropriate box (from 1 is less frequency to 5 is the highest frequency)
1 2 3 4 5 Integrating changing plan (short term, middle term and long term plans)
Clear vision and communicated transparently 1 6 2 7 9 25
Strong commitment from top management 5 7 3 4 6 25
Effective leadership skills from top management 8 3 4 5 5 25 Change management skills from middle level management 8 9 3 2 3 25
Buy in motivation from employees 9 8 5 2 1 25
Strong coalition to lead change 3
5 3 8 6 25 Leading factor is company's culture: Understanding company's culture before leading change 8 8 9 25
Clear action plan and communicated effectively and specifically to respective parties 4 3 6 8 4 25
Clearly mentioning the roles of HR department with training middle level managers about change management skills and other functions of
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Figure 4.13: Change success factors done in company - Source: Author’s own survey
The author aimed to gauge the awareness of responders regarding change execution within the company, particularly focusing on those who have been with the organization for over five years and have received training from the initial stages of change The findings presented in Table 4.7 highlight the key factors influencing change within the company.
1 Clear vision and communicated transparently (36%)
2 Leading factor is company's culture: Understanding company's culture before leading change (36%)
5 Strong coalition to lead change (24%)
6 Strong commitment from top management (24%)
The management team's strategy during the change process focused on clearly communicating the company's vision before formulating a strategy Throughout the transition, the integration of company culture was emphasized to ensure that all employees not only understood the changes but also actively participated in them.
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Part B: Expectations
Table 4.11: Expectations to change management in people management
Please consider the following conclusions and expectations from your side to change management in people management in company by ticking to the most suitable box with your opinions
Strongly Agree Agree Neutral Disagree Absolutely disagree Response count
I expected the change procedure implemented faster and more effectively
I expected the communication about the impacts of change more transparently
I expected deploy culture of excellent operation so that we can provide better product and service
I expected employees understand and be aware of change management so that they can adapt better with change in company
I expected to participate in change procedure from initial steps 9 9 7 25
I expected my superiors aware of my strength by coaching and training to develop myself
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Figure 4.17: Expectations to change management in people management - Source:
Effective people management requires understanding employee expectations, allowing management to gain insights from both leadership and frontline teams This approach helps identify those who drive, implement, or resist change, which is the primary focus of this inquiry.
Result in table 4.11 showed clearly top 5 expectations from responders when referring to change in people management:
1 I expected the communication about the impacts of change more transparently (36%)
2 I expected to participate in change procedure from initial steps (36%)
3 I expected my superiors aware of my strength by coaching and training to develop myself (32%)
4 I expected employees understand and be aware of change management so that they can adapt better with change in company (32%)
5 I expected deploy culture of excellent operation so that we can provide better product and service (32%)
EXPECTATIONS TO CHANGE MANGEMENT IN PEOPLE
Absolutely disagree tot nghiep down load thyj uyi pl aluan van full moi nhat z z vbhtj mk gmail.com Luan van retey thac si cdeg jg hg
Effective change management relies on key expectations from responders, which are essential for leaders to successfully guide change These include transparent communication, securing employee buy-in, training middle-level employees in change management skills, and fostering a strong operational culture across departments These factors are critical for achieving sustainable change, particularly in people management, ensuring that change is both consistent and dependable.
Table 4.12: Employee’s satisfaction during change Are you satisfied with your roles during change in company?
Figure 4.18: Employee’s satisfaction during change - Source: Author’s own survey
Strongly agree Agree Neither agree nor disagree Disagree
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The author sought to gauge individuals' satisfaction with their roles during organizational change, revealing that only 16% and 24% of respondents reported being strongly satisfied and satisfied, respectively Notably, over 50% of respondents expressed neutrality or dissatisfaction, with 28% remaining neutral and 32% dissatisfied This indicates an urgent need for higher management to take action to improve employee satisfaction and increase buy-in during the change process.
Part C: Leading change
Table 4.13: Critical activities from top management required during leading change
Please consider the following conclusions and comments to management board during leading change related to change in people management by ticking to the most suitable box with your opinions
Str on gl y A g ree A gr ee N eut ral D isa g ree A bsol u te ly di sa g ree R es pons e coun t
Management board urged change executed successfully
Management board focus on people 2
Management board created strategic vision for future
Management board is confident and optimistic about future after change 1
Management board communicated clearly about change reasons
Global and regional management board supported Tetra Pak Vietnam with change
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Figure 4.19: Critical activities from top management required during leading change - Source: Author’s own survey
Top management's skills in leading change are crucial for organizational success To gain insights into their approach to change management, the author formulated a specific question The responses to this question enabled the author to assess the awareness of participants regarding ongoing changes within the organization.
Top 5 critical activities that leading team done during change as per responders are:
1 Management board focus on people (80%)
2 Management board is confident and optimistic about future after change (60%)
3 Management board created strategic vision for future (32%)
4 Management board urged change executed successfully (24%)
5 Global and regional management board supported Tetra Pak Vietnam with change (24%)
The findings highlight that at Tetra Pak, people are the most valuable asset, both globally and locally The management recognizes their role in leading change, but it is the employees who effectively implement and manage this change Additionally, establishing a clear vision is crucial for the organization to align its business activities and achieve its targets.
CRITICAL ACTIVITIES OF TOP MANAGEMENT BOARD DURING
Absolutely disagree Strongly agree Agree
Absolutely disagree Strongly agree Agree
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Table 4.14: Awareness and knowledge about change execution Are you aware and trained for change execution?
Figure 4.20: Awareness and knowledge about change execution - Source: Author’s own survey
This question was made to explore the awareness and knowledge of responders about change execution The author wanted to know if the responders were trained
Strongly agree Agree Neither agree nor disagree Disagree
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A study on change execution revealed that only managers and employees with over five years of tenure reported receiving training on change deployment Specifically, 12% (3 individuals) strongly agreed, and 24% (6 individuals) agreed that they had received such training, with three of these respondents being part of the management board.
32% (8) of responders did not know that if they were train or not about change execution 24% (6) responded that they were totally not aware of change execution
Table 4.15: Feeling of employee during transition period
During the transition period of change within a company, particularly in human resource management, how do you feel? Please indicate your feelings by ticking the appropriate box, where 1 represents the lowest level of satisfaction and 5 signifies the highest.
Satisfied with my current job 3 6 7 7 2 25
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Figure 4.21: Feeling of employee during transition period - Source: Author’s own survey
Understanding employee feelings during periods of change is essential, as individuals tend to prefer their comfort zones and often resist change Recognizing these emotions during the transition phase is vital for management to develop an effective action plan that ensures successful change implementation This inquiry was specifically designed to address this need.
Result showed top 5 feeling of responders during transition period of change:
The responses during the transition period reflect a mix of emotions among employees Long-term staff members generally expressed understanding and sympathy towards the company, recognizing that change is essential for success in an industry heavily reliant on digital operations.
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65 transition Some responders even felt angry (20%) during transitions period, it came from supervisor level
On other side of picture showed that, responders also felt committed (36%), full energy and satisfied with their current job (28%) Same rate (28%) felt stressful and 16% felt somehow scary
During transitional periods, individuals experience a wide range of emotions, from negative feelings like panic and confusion to positive ones such as joy and motivation, especially among those dissatisfied with their current jobs Managing these diverse emotions can be challenging, but understanding various perspectives is crucial for managers to effectively navigate change.
Table 4.16: Success factors for transition period
Please consider the following conclusions giving your opinion about important factors during transition period by ticking to the most suitable box, 1 is the lowest and 5 is the highest
During the transition period, it is essential to implement transparent policies and procedures to ensure a smooth process Providing awareness training about the transition helps employees understand the changes ahead Additionally, employees can acquire necessary skills through training courses offered by the company or by adapting on the job A detailed staffing plan for each department is also crucial to effectively manage the transition.
2 25 Enhancing awareness of company's culture 4 6 8 7 25 Consultant team with in depth knowledge and company's voice to support the resistant during transition period 6 7 1
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Figure 4.22: Success factors for transition period - Source: Author’s own survey
The success of change initiatives heavily relies on the transition period It is essential to understand employees' feelings during this phase, develop a well-prepared action plan, and execute it effectively To analyze the success factors of the transitional phase, the author posed a question to respondents, and the feedback was clearly categorized.
2 Consultant team with in depth knowledge and company's voice to support the resistant during transition period (48%)
3 Transparent policies and procedures for transition period (36%)
4 Awareness training about transition period (28%)
5 Enhancing awareness of company's culture (28%)
To successfully navigate the transition period, it is essential to have a knowledgeable team that effectively communicates the company's vision for change A clear and transparent execution plan is crucial for implementing this change Additionally, integrating the company's culture during this time is vital, as it fosters understanding and alignment with the organization's values.
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67 fundamental for all business success, not only change in general or transitional phase during change in particular
Table 4.17: Effectiveness of change in HRM
Can you please evaluate the effectiveness of change in human resource management in company? Please tick in the appropriate box
Answer option Response count Response percent
Figure 4.23: Effectiveness of change in HRM - Source: Author’s own survey
EFFECTIVENESS OF CHANGE IN HRM
The effectiveness of various approaches can be categorized as extremely effective, very effective, neutral, not really effective, and absolutely not effective.
The evaluation of responders regarding the effectiveness of changes in Human Resource Management (HRM) within the company revealed mixed feedback Only 12% of respondents rated the changes as very effective, while 28% provided neutral responses A significant portion, 36%, indicated that the changes were not really effective, and 24% firmly stated that they were absolutely not effective.
The recent employee engagement survey has raised significant concerns regarding the effectiveness of changes in Human Resource Management (HRM) This outcome prompts the management team to take immediate action in order to identify the most effective solutions for successfully implementing HRM changes.
4.8 SOLUTIONS AND RECOMMENDATION FOR MAINTAIN CHANGE
In addition to distributing questionnaires, the researcher conducted face-to-face interviews with respondents to gather their insights on achieving reliable and sustainable changes in Human Resource Management (HRM) The researcher inquired about potential actions that the HR department's management team, as well as Tetra Pak's overall management team, could take to facilitate consistent improvements in HRM The feedback from the interviewees provided valuable recommendations, which are summarized below.
A comprehensive induction plan for new hires is essential, encompassing not only HR orientation but also cross-functional orientation This thorough onboarding process should be completed within the first two weeks to ensure a smooth transition and integration into the company.
- Clear and transparent communication about all related to change
- Integrate change management skills in leadership elements for training, coaching and performance evaluating
- Clear induction about HR Org chart, functions, roles and responsibilities of