| In this ever-changing era,to survive in the highly competitive business environment,organizations have to engage in constant changes to revive and enhance their competitiveness.As the most important asset and an essential component of the organization,people play a critical role in initiating and executing changes,and in many cases are recipients of those changes.Thus,it is theoretically as well as practically important to understand how to manage people effectively in the process of organizational change.The thesis focuses on Volvo Cars,and in particular on its China sales company.Using case study methodology,the thesis analyzes the situations and challenges human resource management(HRM)faces in the organization’s change process,as well as actions and temporal outcomes in response to the issues.Further,based on findings of the case,I discuss possible ways and provide suggestions on improving human resources management in organizational change.The thesis introduces classic theories of organization change and human resources management,and emphasizes the importance of strategic human resources management(SHRM)for organizational change,including both HRM function and overall HRM philosophy and practices.Drawing on Ulrich’s framework,the thesis develops a model of SHRM for organizational change containing three components,namely Talent Management,Leadership and Organizational Culture.Based on semi-structured interviews with 20 respondents across functional areas,positions,organizational tenures and other backgrounds,findings and highlighted issues are reported on talent management,leadership and organizational culture in the case organization.Finally,implications and suggestions are discussed to further understand how HRM can facilitate and add value to organizational change. |
