Culture Failure Mode Effect Analysis: Resistance to Change in Contemporary HRM

• Authors: Edyta Oborka , Kevin Kibble , Mark Stanford
• Languages of publication: EN

Abstracts

EN

Competitive economic conditions drive Continuous Improvement (CI) processes within organisations. CI systems and practices are easily accessible. However, questions have to be asked: Is the organization ready for necessary CI changes and is resistance to change an issue in the business? In the change management process the maturity of the organizational culture plays the key role. A significant set of requirements has to be fulfilled to facilitate transformation of the changes into constructive results. In order to assess the level of business advancement, and the maturity of those requirements, the Culture Failure Mode Effect Analysis Tool (CFMEA) has been created. CFMEA provides a practical system for assessing long–term changes, and, in the short term, will make the company fully aware of the critical cultural aspects that have to be developed. CFMEA is an original technique for identifying effects and causes of potential failures during the change implementation process and an organization’s readiness for change.

Keywords

EN

Resistance; Change Management; Organizational Culture; Failure Mode Effect Analysis (FMEA).

• Publisher: Institute of Labor and Social Studies, Warsaw
• Journal: Zarządzanie Zasobami Ludzkimi
• Year: 2012
• Issue: 5(88)
• Pages: 109-117
• Document type: article

Dates

published

2012-10-15

Contributors

author

Edyta Oborka

• British Gypsum, Leicester, Leicestershire, United Kingdom

author

Kevin Kibble

• School of Technology (STech) at the University of Wolverhampton, U.K.

author

Mark Stanford

• School of Technology (STech) at the University of Wolverhampton, U.K

References

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Identifiers

ISSN

1641-0874