Hardy, C., & Rodela, E. S. (1998). Reorganizing a government human resources office: Lessons in planning. In M. K. Gowing, J. D. Kraft, & J. C. Quick (Eds.), The new organizational reality: Downsizing, restructuring, and revitalization (pp. 165-179). Washington, DC, US: American Psychological Association.
http://dx.doi.org/10.1037/10252-006
Shares an experience in planning organizational change at the US Environmental Protection Agency's Office of Human Resources and Organizational Services (OHROS). We demonstrate how the use of conceptual and theoretical frameworks can aid in building a reality-based strategy for change in a public organization. The outcome of the plan was the reorganization of an agency-level human resources office. Several concepts are used to demonstrate how the planning deliberations occurred. These concepts do not represent the change process itself, but rather provide a guide in formulating the change effort.
We briefly discuss the context behind the continuing effort to bring the Office of Human Resources Management (OHRM), the former name of OHROS, into congruence with the current needs of EPA programs. We also describe the process that was used to bring customers, human resources managers, and employees together to conduct an assessment of the human resources (HR) organization and lay out the macrolevel model prescribing what the organization should look like after the reorganization.
We summarize highlights and results of Future Search and design conferences as main forums of deliberation on the change strategy, and conclude with a commentary reflecting on lessons learned. (PsycINFO Database Record (c) 2016 APA, all rights reserved)