Human Resources’ Capacity to Drive Organizational Change in Ghana

Abstract

Human Resource Management Departments drive organizational change by implementing effective and efficient policies. This study explored staff perceptions in Ghana’s Nursing and Midwifery Council regarding the extent to which their Human Resource Management Departments could stimulate change by implementing the Human Resource Management Policy Framework and Manual. May and Finch’s theory of normalization propelled this qualitative case study, which consisted of interviewing 23 purposively selected participants and examining secondary data from the Nursing and Midwifery Council, the Public Services Commission, the Human Resource Management Policy Framework and Manual, other relevant legal documents, as well as relevant literature on the subject. The data analysis generated themes that were analyzed via inductive data analysis. The themes centered around effectively implementing the Human Resource Management Policy Framework and Manual to foster organizational change and the challenges surrounding the process. The findings revealed that participants believe the Human Resource Management Policy Framework and Manual improves human resources management and reduces staff litigation. This outcome aligns with the theory of normalization, which enhances the Nursing and Midwifery Council’s incremental development of human resource tools. Implications for social change concern policy guidelines that the Nursing and Midwifery Council must develop to guide the council’s decision-making. When revised, the Human Resource Management Policy Framework and Manual may advance the continuous improvement of public service delivery. The Human Resource Management Policy Framework and Manual can also guide subregional organizations to develop similar manuals for their countries.