Change, HRM and the voluntary sector

Abstract

Examines the context of the voluntary sector and its impact on organisational processes. Provides a selective overview of traditional literature on change management and assesses its relevance for the voluntary sector. Investigates alternative models that could facilitate understanding of change processes in the voluntary sector. Discusses the results from an empirical study into the change management experiences of a voluntary sector umbrella body. Concludes with key HRM lessons for the wider voluntary sector at this time of significant change, as well as highlighting the impact of contextual factors on the application of generic models of change.

Citation

Kellock Hay, G., Beattie, R.S., Livingstone, R. and Munro, P. (2001), "Change, HRM and the voluntary sector", Employee Relations, Vol. 23 No. 3, pp. 240-256. https://doi.org/10.1108/01425450110392698