The hard pressing challenge in today's competitive world is the success of change management. Each organization has to transform with time, failing which, it should be ready for the risk of being tagged as archaic by the more innovative entrants in the market. Change is must, at the needed hiatus. Change could be effected in the holistic policy and system, in the set-up, in the structuring of staff including outsourced staff, etc. This calls for a well orchestrated approach, identifying components of structure and networks appropriate to the organization, and then leveraging them.

Draft (1995) defines organizational change as the implementation of a new plan or behavior by an organization. An organization adapts to change most successfully, when the ground is well prepared in advance otherwise, it could lead to employee attrition. Attrition causes a ripple effect to the company in terms of replacement cost, and other hidden costs, such as business disruption, slippages in delivery schedules, productivity and quality. Figure 1 shows various responses to change.

This has necessitated the dynamic analysis of human resource management through the development of an integrated model. Successful change management requires:

Change is not impossible and change competence is necessary for the successful future of an organization. Applying change in an organizational environment that is already employee-centered, with a high level of faith, can be highly beneficial for the organization.

Employee involvement has become a convenient catch all term to cover a variety of techniques. For example, it embraces the term's participative management, open door policy, consultative leadership style, Laissez faire, workplace democracy, delegating power, employee ownership and so on. It is posited that, although each of these ideas have some unique characteristics, they all have a common core—employee involvement.

HRM Review Magazine, Employee Involvement, Organizational Change, Business Disruption, Human Resource Management, Organizational Planning, Organizational Environment, Organizational Goals, Employee Engagement, Total Quality Management, TQM, Organizational Behavior, Industrial Democracy, Change Management Process.