Enhancing Organisational Effectiveness: Addressing Inhibitors and Enablers of the Continuous Improvement Process

The inevitability, ubiquity and frequency of change have contributed to a perception that the phenomenon is a common feature of the workplace. Consequently, the process of change has often attracted superficial rather than intense diagnostic assessment. This paper highlights one approach for transacting change which, if substantially embraced, can address shortcomings with participatory models and build a culture receptive to change as part of the day-to-day work flow. Initially, the paper overviews the participatory approach to workplace change, then links this to the Continuous Improvement (CI) process. Recent research undertaken in CI in the Australian Manufacturing industry is reviewed, including enablers and inhibitors of the CI process. Finally, the enabler of training related to CI is more closely scrutinised on the premise that if training associated CI programs is adequate, the potential of the CI program will more likely be achieved, thus reinforcing CI as a more reliable tool for HR practitioners and change agents in promoting smooth or seamless change