The Role of HR as Change Agent Towards Organizational Effectiveness - An Empirical Study with Respect to Pakistani Organizations

Abstract

Over the last two decades, human resource (HR) experts have been confronted with a new obligation to become Change Agents (Storey, 1992; Ulrich, 1997). Since then, studies have concentrated on the many ways that HR plays this function to support long-term organizational performance and enable effective organizational change. (Alfes, Truss, & Gill, 2010; Long, Wan Ismail, & Amin, 2013). This research study aims to investigate to what extent the HR department plays the role of a Change Agent within organizations working within Pakistan. The data was collected all over Pakistan from different types of Organizations. The respondents were part of the Management Team and belonged to different departments of these organizations. The sample size was 387, A questionnaire was developed and distributed to receive responses from the professionals. A research model was developed to evaluate the results and structural equation modeling (SEM) was employed, to examine the data. Where I analyzed the effect of Change Drivers (CD) - Internal and External Factors on the Change Management Process (CMP) and then analyzed the impact of Change Drivers CD on the Human Social Capital (HSC). Furthermore, I analyzed the impact of Human Social Capital (HSC) on the Change Management Process (CMP). At last, I analyzed the impact of the Change Management Process (CMP) on Organisational Effectiveness (OE). Meanwhile, I have analyzed the moderating relationship of HR on the CMP and OE and the other hand the mediating relationship of HSC on CD and CMP.