International Journal of Science and Research (IJSR) ISSN (Online): 2319-7064 Index Copernicus Value (2015): 78.96 | Impact Factor (2015): 6.391 Volume 6 Issue 9, September 2017 www.ijsr.net Licensed Under Creative Commons Attribution CC BY Challenges Facing Human Resources Departments in its Functions of Change Implementation and Management: Evidence from Telkom Kenya Joan Bii Kisii University, P. O. Box 9014-30100, Kenya Abstract: In organizations change is an integral part of growth. Organizations that are able to respond effectively to change stay ahead of their competitors in the common market. The study was carried out to identify the contribution of the Human Resources Department to the management and implementation of organizational change at the Telkom Kenya. Based on the study, this paper examines the challenges that HRD faces in trying to implement and manage change. The study used a conceptual framework where the contribution of HRD was itemized as independent variable and change management as a dependent variable. The study employed a descriptive case study design. It targeted the entire management and staff of Human Resource Department of Telkom Kenya in North Rift Valley Region which was 66 in total. A census was carried out since the population was manageable. The research utilized a questionnaire and interview schedule as methods for collecting data. Descriptive and inferential statistics methods were used for data analysis and interpretation. Frequency distribution tables, bar graphs and pie charts were used to present the results. The study established that the HRD in Telkom Kenya faces numerous challenges, the leading of which was poor management support, lack of employee engagement and improper communication of change. It was therefore recommended that training of employees on change can enhance their participation and cooperation during implementation and management. Keywords: Challenges, Human Resources Department, Implementing, Managing Change, Telkom Kenya 1. Introduction Contemporary organizations are under immense pressure due to many factors. To name a few, there are environmental pressures such as increasing globalization, rapid technological change, and tougher competition; organizational changes such as new organizational alliances, new structures and hierarchies, new ways of assigning work, and a very high rates of currency change; there are also changes in the workforce, including employees' priorities, capabilities, and demographic characteristics (Jiménez- Jiménez & Sanz-Valle, 2005). Within these pressures, these organizations have the opportunity through their human resources departments to make strategic adjustments. However, for HRDs to play their roles in change management, they must their real and perceived value. The roles of human resources in organizations have been expanding over time. The shift from personnel to human resources, for example, was part of the movement to acknowledge the value of employees as an organizational resource, and was an attempt to remove some of the stigma that was coming to be associated with slow, bureaucratic personnel departments. This shift in label was accompanied by a call for HR to become a strategic partner with the leaders of the business. Contemporary HRDs contribute to significant business decisions, advice on critical transitions, and develop the value of the employees-in short, to have a seat at the table (Jiménez-Jiménez & Sanz-Valle, 2005). Most companies say their most important assets are their people, but few behave as if this were true. Change projects typically devote the lion's share of their budgets to technology and processes, not staff issues. The question to ask is on what these organizations are spending on their human assets and what return are they getting, and it is not uncommon to get a blank look in return. As in any other business, strong leadership and good communications are essential (Merkle, 2005). Recognizing change as a continuous process means change management is an ongoing feature of the leader's job. But a frequently overlooked component is HRM. HR is typically regarded as an administrative area, rather than strategic, and is rarely involved in a change project's leadership. Yet offering the right incentives to link corporate goals to individual career objectives is a critical success factor. What motivates people is an individual matter and needs to be addressed at this level. A recent survey by training specialists Discovery Learning shows that people react differently to change, and can be classified in four broad categories. Originators welcome dramatic change; conservers prefer gradual change; pragmatists are most enthusiastic about change that will address current problems and resisters dislike all change (Merkle, 2005). Workforce flexibility that is developing multifunctional workers who can adapt to a range of job requirements is the centrepiece of many businesses that are trying to transform themselves to survive in the real economy (Dyer, 1985). Few business leaders are frightened by the idea of changing their organisation's technology or processes, but many wring their hands in despair at the prospect of changing their people's behaviour. But changing human behaviour is in fact more science than art. An increasing body of evidence shows that the process of organisational change has defined parameters that suggest what works and what does not (Dyer, 1985). The overall process may be defined, but the elements needed to motivate a specific person are variable (Dawson & Jones, 2000). A one-size-fits-all solution won't work when the Paper ID: 1091710 DOI: 10.21275/1091710 1575