Describe the change objective.
JC Penny focused on transforming human resource training into capacity building to address the skills gap. Arguably, the organization’s focus was to develop a new approach to human resource management geared toward improving the personnel. With the focus on enhancing employee relations, the capacity-building objective was to ensure a renewed approach to the leadership process (Tokosh, 2019). Central to the initiative was to improve, retain, manage employee knowledge, and develop competency resources geared at positive outcomes. Emphasis on maximizing their HR impact was directed at fostering growth and ensuring sustainable projects in reviewing personnel (Eames, 2021). Focus on designing and delivering highly competent personnel would be the objective construed at enhancing performance. Providing the personnel with the basic principles of knowledge management and training would translate into every work being delivered on a quality basis (Hill & Moussa, 2022). Thus, building capacity would be the foundation for positive transformation at JC Penny.
What did the organization do correctly in implementing the change?
From the onset of the change deployment, the company believed in harmonizing transformative capacity building. Arguably, the participation of the personnel was an important dimension of decision-making that was deployed effectively. Inclusivity meant that the company could ensure collaboration in deploying the best measures (Eames, 2021). For the management, it was crucial to implement democratic, participative techniques. Ensuring that comfortable working environments were created were within the scope of operations. Therefore, the company allocated significant effort to developing capacity programs that emanated from the personnel requirements (Hill & Moussa, 2022). Harnessing employee input led to their recognition as the engines of change. Direct interaction translated into personnel ready to embrace the capacity-building initiatives, emphasizing the intended objectives to be accomplished (Tokosh, 2019). Further, throughout the participative endeavor, it was prudent that real-time information and progress tracking is undertaken for successful implications.
What did the organization do incorrectly in implementing the change?
The company’s top leadership relied on a transactional style to execute the changes. Accordingly, the approach was impersonal and deviated from the values of close-knit interaction. Focus on the short-term goals of revenue yield and profitability was apparent (Hill & Moussa, 2022). Consequently, the favor for structured policies and practices was within the parameter of operation, which led to dissuaded personnel on the capacity building initiatives (Tokosh, 2019). Further, in deploying capacity-building measures, the leadership style thrived on conformity to the rules and accurately undertaking diverse activities. Despite the initial emphasis on the participation of employees in decision-making, the leadership exerted undue pressure on the personnel for results (Eames, 2021). With the inflexible leadership style, the change initiatives were faced with significant rigidity in the operation process. The leadership should have sought out a different style that deviates from the bottom line and focuses on efficiency. Thus, adopting a new leadership style would have developed an enabling platform for rapid transformation.
What should the organization have done differently in implementing the change?
The organization should have harnessed the transformational leadership style in line with the comprehensive capacity-building initiatives. Revisiting the style should have encouraged the leadership to act as role models. The idealized influence geared at developing good decisions would have been advisable for successful outcomes. Leaders playing the motivational role would have led to the commitment to the organizational goals and objectives (Eames, 2021). Instead of the short-term goals, focus on the long-term sustainability of the capacity-building measures would have prevailed. Central to the recommendation would have been encouraging innovation and creativity that emanates from the employees (Hill & Moussa, 2022). Encouraging independence in providing ideas should have led to an enabling platform for the leaders and personnel to collaborate effectively toward transformation. The superiors and co-workers associating closely should have led to an enhanced workplace based on personnel appreciating their role.
References
Eames Jr, R. W. (2021). Ron Johnson’s Debacle at JC Penney: A Management Case. In SAGE Business Cases. SAGE Publications: SAGE Business Cases Originals.
Hill, M. J., & Moussa, M. (2022). Organizing Cultural Change: Leveraging the Four Forces Framework. Journal of Business Anthropology, 11(2).
Tokosh, J. (2019). Is the Macy’s in my mall going to close? Uncovering the factors associated with the closures of Macy’s, Sears, and JC Penney stores. Growth and Change, 50(1), 403-423.
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