DOI: 10.36347/sjebm.2017.v04i01.003

Pages: 22-29

This paper postulates that due to the competitive environment within which most organizations have to operate in, there has been a rapid and, arguably, haphazard implementation of organizational change. The need to conform to the changing dynamics of the competition-driven market has resulted in many organizations implementing changes aimed towards reaming relevant. However, most of these changes have not translated to visible merits. The paper argues that this outcome could be attributed to the minimal, if any, involvement of the human resource department as an integral stakeholder in the process. Premising the discussion on selected tenets of the force-field analysis model of change, the author contends that employee appraisal and rewarding, core functions of the human resource department, play a vital role in organizational change management. The discussion in this paper is anchored on empirical data from a study carried out among staff of Telkom Kenya. The study sample was 66 respondents. Data was collected using questionnaire and interview schedule. Descriptive and inferential statistics methods were used for data analysis and interpretation. An analysis of the data demonstrates that the involvement of the HRD throughout the entire process is paramount if the desired results are to be achieved.