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2.1 HRM Intro - Coggle Diagram

- - - - Reduces claims & rumours about change
      - Inform & Educate stakeholders before change
      - Limits: misinfo & misunderstanding
    - - Employees become more likely to accept change than resisting
      - Employee involving in decision-making = motivate workforce
      - Prevent misunderstanding on reason to change
      - BUT Time Consuming
    - - Support people with skills & resources = cope change
      - Managers supportive of staff during difficult times = blocks potential resistance & accept change
    - - Managers use bargaining incentives = remove/limit resistance to change
      - Invite to sign contract based on new changes = staff who resist: Early Retirment / Redundancy to leave
    - - Representitive brought to ones resisting to change during process
      - Seen unethical, can backfire if discover
    - - (Used lastly): Unwillingly accepting change
      - Managers use bullying tactics (coercion) to force staff to accept change
      - By threatening: dismissal, job loss, redeployment, not promoting
      - Employment Legislation: protect employees, so coercion done implicitly by senior managers
        
        Senior managers need to deal: purposeful, positive & promising: to gain support from employees