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|Title:||Maximising human resource potential in the midst of organisational change|
|Source:||Tiong, T.N. (2005). Maximising human resource potential in the midst of organisational change. Singapore Management Review 27 (2) : 25-35. ScholarBank@NUS Repository.|
|Abstract:||Human resource is one of the key factors in determining organisational coping and profitability. Despite adverse market conditions and fluctuations, many organisations have implemented changes that seek to improve their competitiveness. The consequences of organisational change, however, can vary. Sometimes, the employees may accept the change readily; at other times, the change is met with resistance and dissatisfaction of the employees. In this study, we examine how change affects an organisation's human resource potential. The focus is to find ways by which companies maximise human resource potential in the midst of organisational change. Human resource potential is conceptualised in four ways: well-being, stress level, job motivation, and organisational loyalty. Maximising human resource potential would mean that employees are in their top form performing for the organisation. They would be in a good state of psychological and emotional well-being, instead of being overly stressed or burned out. Such employees would then be motivated to work efficiently and productively, while staying loyal and committed to their organisation.|
|Source Title:||Singapore Management Review|
|Appears in Collections:||Staff Publications|
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