Human Resource support for middle managers going through change management processes
Author: Vicie Hodge
Supervisors: Megan Gibbons Glenys Forsyth
Hodge, V. (2022). Human Resource support for middle managers going through change management processes. (Unpublished thesis submitted in partial fulfilment of the requirements for the degree of Master of Professional Practice). Otago Polytechnic, New Zealand.
Abstract
The context of my study is exploring the support the human resource practitioner provides, how they advocate for and enable the wellbeing of the middle manager who is leading and/or managing change management processes. The issue for human resource practice is the effectiveness of the middle manager who is managing and/or leading high-impact organisational change. Impacting their effectiveness can be capability and wellbeing issues. The middle manager’s wellbeing has even more importance when the change they are managing negatively impacts on their role. Their wellbeing issues appear not to be well addressed by human resource practitioners. I have the personal experience of observing a real case study where a new middle manager initiating a change management process had not been provided with the support from their senior manager and human resource practitioner. They were also not provided with the tools to manage change which includes managing challenging behaviours of their staff going through the change management process. It is for this reason that I explore the support human resource practitioners provide to the middle manager throughout a change process.
Keywords: change management, middle management, behaviour, wellbeing, process
Vicie's research was supervised by Megan Gibbons and Glenys Forsyth.
Licence
A copy of the thesis is not currently publicly available.
