Date on Master's Thesis/Doctoral Dissertation

12-2020

Document Type

Doctoral Dissertation

Degree Name

Ph. D.

Department

Educational Leadership, Evaluation and Organizational Development

Degree Program

Educational Leadership and Organizational Development, PhD

Committee Chair

Alagaraja, Meera

Committee Co-Chair (if applicable)

Shuck, Brad

Committee Member

Shuck, Brad

Committee Member

Brydon-Miller, Mary

Committee Member

Vargas, Veronica

Author's Keywords

organizational change management; HR competencies; adult learning theory

Abstract

HR as a profession has sought to be more strategic in order to address the increasing complexities of the business world, but many find that, in general, it is not happening in practice. Academic research has sought to define a set of competencies to guide the work and development of HR professionals; specifically, managing organizational change is one of the recommended core competencies. The extant literature suggests that there is a gap in the formal learning higher education offerings for HR professionals to be able to develop the set of knowledge, skills, and abilities required to be proficient in organizational change management. A case study design was used to explore how HR managers within one organization defined change management competency and had developed their knowledge, skills and abilities through the lens of adult learning theory. The results of the research suggest that informal learning is the primary type of learning experience for developing the competency of change management. Recommendations for further research and practice are provided to better align research and practice for organizational change management as competency for HR professionals.

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