Implementing organizational change and reorganization: An action research model for a human resources department

This applied project demonstrated the utilization of the action research model and the organizational assessment approach through diagnosis, in evaluation of an organization's effectiveness in the department of human resources in an elementary, rural school district.; Operating as an internal consultant, the researcher implemented Levinson's (2002) guidelines for assessment consultants and applied them to the diagnosis of the school district's human resource department's effectiveness in the areas of organizational climate, management, decision-making processes, communication systems, rewards systems, productivity and performance, recruiting and hiring practices, and implementation of policy and procedures. As an internal consultant and in a position of management; the researcher was able to assume a major role in the process and work with the human resource staff over a three year period of restructuring and reorganization. This action research project combined the principles of OD with an emphasis on the role on the internal consultant and the value of utilizing a systematic, step-by-step approach of the areas within the human resource department that have been diagnosed in need of change, revision, elimination or were of general concern to the staff and the organization as a whole. The model also demonstrated a clear, ongoing record to document the successes and lures along with errors and achievements during the three year intervention study and implementation.; The assessment instrument utilized throughout the research was the ACSA Standards for an Effective Human Resource Division: A Self Assessment Instrument. This tool was developed by consultants in the field of human resource in educational organizations designed to organize the department by themes, which were both comprehensive and objective.; The intervention became complete with the final product of a comprehensive handbook for the department in which the implemented recommendations are now documented and procedurally accessible to the organization.; The implications of this intensive three year action research study demonstrated the need for commitment on behalf of the consultant; the importance of involving the stakeholders as part of the process; and the practical usefulness of action research methodology to implement change.