Increasingly, we see varied aspects of work and worker interface changing quite significantly. The scope of organisational change is vast; it includes, among other issues, the factors that lead managers to initiate change, the efficacy of different modes of implementing change, resistance to change among employees, and the effects of change on performance and employee attitudes to the organisation and to the job. HR consulting practice (both internal and external practitioners) needs deep knowledge and continued deeper research into these areas.

It is evident that over the years, manufacturing jobs have declined, there is more “knowledge” work, organisations have downsized, there is greater competitive pressure in the marketplace, unionisation has decreased and self-employment is increasing significantly.

The work environment also needs changes according to the changing global scenario and in context of a shift in how employees view work and perform work. Many of the changes described above – multiple, overlapping and on-going – produce complex and ambivalent outcomes. From a leadership, HR and organisational perspective, special attention may need to be provided to aspects of improvement in productivity and also to lower morale and commitment among the workforce, being produced by these changes. Understanding the nature of work (and how it is changing) as well as some of its implications could add value to organisational development. HR consulting roles need to play an active role in looking at these factors and examining trends in their own industry and context.