Changing the HRM Vision into Reality the Role of Manager’s Skills for Implementing Change Within the Organization: A Chinese Study

Abstract

The global corporate competitive survival behavior has changed dramatically over the past few years, the change process which has forced organization’s to engage in frequent changes large and small. The palpable truth, that changes are the additional burden on the manager’s shoulders. The assumption is that not all managers have the capability to carry the burden successfully to attain the targets. The Coffee Chain is one of the identifiable hospitality industry has high sensitivity to the external environmental changes. To survive in the competitive environment, coffee chains must have a vision to react quickly to the changing business models. To be successful in the industry, there are winning techniques proposed in the competency of people management. This study investigated the skill set of the managers to the competency in people management while implementing change in the organization. The questionnaire was constructed, tested and managed to a total of 447 individuals in the coffee chain organizations in China. Total 447 usable surveys were analyzed using Microsoft excel and Chi-Square analysis to test the study hypotheses. The result showed that managers motivating, communication, trust, empowerment and delegating skills for implementing change have a positive and significant impact on the employee's in the coffee organizations in China. This study suggests the value of interpersonal skills in successfully implementing change, specifically the abilities to motivate, communicate, and create supportive environments for teams. Managers who possess and demonstrate these skills are perceived as more effective in driving change.