Implement a Change Culture

changes fast, leading to a need for continuous training in new technology. How to motivate the employees to constant changes is one of the major challenges of today. The public manager is responsible for upgrading the technology which is in a state of flux. The challenge is how to adapt and change, and, simultaneously, maintain stability. One of the problems is to help aging employees adapt to technology since younger workers may adapt to the changes rather quickly. The important challenge is how to establish and maintain human relations in an age of technology. However, this does impact on the whole of society. People try to interact with social media rather than in person or in face-to-face communication. Public personnel managers can consider different ways to establish human relations, including, for example, meetings, social gatherings or informal meetings in a more relaxed setting. Governments can improve technology to deliver the services and build up their client relationships. E-governance can be used for many of the services, for example, recruitment of the employees and the provision of services to clients. Guevara and Ord (1996) expressed concerns that as a result of technology, individuals will feel displaced from the contexts of organizational life as to presence, belonging, relationships, and contributions.

Considering the volatile environment as a result of globalization, the need for the capability of the people to cope with the situation compels the management to pay increased attention to public personnel management (Rowden 1999). Pubic personnel managers need to be aware of the international social and environmental issues. Rowden (1999) emphasizes that the wealthy countries can deploy enormous wealth, creating a wider disparity between the haves and have-nots causing unrest. It may cause some emerging countries to ignore the environmental regulations to gain the capital. For example, the fact that some countries may cut down and sell timber from a rainforest to purchase the technological infrastructure needed to compete on a global scale has profound global implications (Bolwin 1996).

The availability of technology has ushered in a growing demand for e-governance regarding the delivery of services. E-governance has eliminated time and location barriers for the customers and the government employees. Through online facilities, a person can access government services from remote places. In contrast to earlier times, when a person has to travel long distances to apply for a job, a person can do the same thing sitting in a remote place within a short time. At the same time, the employees need training to provide the services through e-governance.

This change of technology can be very frustrating to the employees, who are used to a particular type of technology. Public managers have a responsibility to make a smooth transition to new technology. One of the challenges of the public personnel managers is motivating the employees to constantly train and learn the new technology. Training on new technology can be a part of the recruitment, promotion and compensation process. Kroll and Moynihan (2015), who based their study on performance management reforms in the US federal government, found that training is positively associated with the implementation of these reforms. The constant need for technology training is an absolute necessity for public sector personnel.

Leikums (2012) asserts that the integration of the document management and human resource management systems is one of the most complicated processes when developing system interfaces. Public and private sector managers need to provide effective leadership ensuring services that encourage the health, safety, independence, and quality of life for their constituents (Dorsey-Oresto 2009). It is crucial to identify, recruit, educate, and retain good and influential managers and leaders. The knowledge base of an experienced, skilled Organization Development (OD) professional can help any organization, public or private (Williams 2012).

imPlement a cHange cultuRe In a fast-moving globalized society, it is crucial to bring about changes in the situation. However, it is difficult to change because of the resistance of the people within the organization, who feel comfortable with the status quo. People fearing the loss of power and peace of mind may resist any change that threatens the stability of their work situation. Therefore, it is necessary to socialize the people into accepting changes. Public managers can develop a changing culture in the organization. If people are used to a changing culture, they will accept future changes with little resistance. In the face of globalization, it is important to bring about changes in public personnel management. Public bureaucrats are perceived as unimaginative, resistant to accept new ideas, and extraordinarily sluggish to abandon policies although they are clearly unsuccessful (Nachmias 1984).

According to Meyer (1979), change, is “normally perceived unfavorably and may be a source of considerable anxiety among the public workforce” (p. 209). Kaufman (1971, pp. 8–23) mentioned that “the intra-organizational factors most resistant to change are the collective