An organisational change model for successful HIV/AIDS workplace interventions

Abstract

It is essential that the business community responds to the threat presented to both economic and societal sustainability by HIV / AIDS. The National Strategic Plan for HIV & AIDS has called for the private sector's involvement in a multi-sectoral response. No empirical studies exist on the process of change management used in successful HIV / AIDS change initiatives in organisations. This fine-grained qualitative research set out to meet that need. Ten experts were asked to identify the sample of ten companies with HIV / AIDS workplace interventions widely acknowledged to be successful. In-depth interviews were conducted with the manager responsible for HIV / AIDS interventions at each of these companies. The change efforts were found to be large scale and motivated by a combination of a moral obligation and a persuasive business case and to depend on nine crucial elements, along with commitment from the most senior leadership in the organisation. Legitimate and expert power bases were most commonly leveraged. A detailed model for the change management process is offered which could assist organisations that wish to successfully implement HIV / AIDS workplace interventions.