|dc.description.abstract||Today's business environment is characterized by constant change, meaning that organizations have to adapt quickly to stay in business. Economic, technological, social and political trends have redefined the way organizations operate. The new approach for Human Resource to managing people is shifting from protector and screener to strategic partner and change agent. It is the firms' workforce that contributes to knowledge, commitment, skills and training that provides a competitive advantage in the new markets.
The critical role for the Human Resource management is to define the maximum benefits from employee skills and knowledge. Hence, Human Resource job is to help create unique competence, open culture in which the values and norms emphasizes the importance of sharing knowledge, through networks of groups and teamwork ,to manage change. It entails new management methods such as the improvement of organizational structures, new approaches to reward management and the adaptation of new philosophies like Total Quality Management. Therefore a focus on the framework of the organization design is diagnosed and evaluated in comparison to the key areas of change are the strategic change, operational change, cultural change and behavioral change. For effective change to take place, the Human Resource have a responsibility to analyze the critical success factors which will be embraced to bring a smooth implementation process which will result in positive expected output. Change management involves establishing a sense of urgency, joint diagnosis of the problem in question in order to have shared understanding and ease resistance to the implementation of the change. Hence, Human Resource strategy in an organization is to identify, analyze and diagnose the key areas, and that are vital to business's success. This involves developing a combined corporate and Human Resource strategy in the line with the state goals of the organization. This finally enables the organization to respond faster to product and technological innovations and competitor's move. The main objective of this study is to analyze the strategic role played by Human Resource in facilitating change in an organization. A selected case of Bio Food Products Ltd. has been identified as study sample. Bio Food Product Ltd went through crucial time in the year 1999 - 2000 due to drought, which resulted in power rationing and shortage of milk products. The senior management consulted the Human Resource to come up with low cost strategy. It sought two alternatives. Downsizing and stoppage of increment, incentives and bonuses. A consensus between the management and the workforce opted for the stoppage of increments and other rewards. A strategy plan 2000 - 2005 was formulated and Human Resource was to advice the management on the way forward. A restructuring strategy was implemented through embracement of critical success factors such as teamwork, two-way communication, behavioral and cultural change, leadership style, consultancy, motivation and training. The research seeks to analyze the role played by the Human Resource in facilitating change and identify the factors applied in bringing effective change in Bio Food Product Ltd. in the period 2000 - 2005. At the end of the year 2005, Bio Food Product Ltd. had recorded sales turnover of Kshs. 114 million, and a profit margin of over 20%. In 2002, the company worn quality Awards from European Quality Award in dairy products and a Recognition Award of the best managed company in a competition of quality awards in Market Village Westlands.||en_US