| Course | HRMG 4202 Human Resource Development and Change |
|---|---|
| Week | Week 1 |
| Paper type | Discussion post |
| Length | About 510 words, 3 pages |
| Format | Discussion post, APA 7 citations |
| School | Walden University |
| Program | BS in Business Administration |
| Updated | October 2026 |
Free sample paper for HRMG 4202 Week 1
Week 1 Discussion: The Human Side of Change
What Loretta Stopped Doing: Counting the Cost of a Hotel's Move From a Front Desk to Mobile Check-In in Acts a Colleague Could Have Seen
Last spring the hotel where I work, one of seven in Larkfield Hotels, a composite select-service group in central Ohio, took out its front desk over a single weekend: guests now check in on the app or at two lobby kiosks, and the four of us who staffed the desk were renamed guest hosts and given tablets.
Bridges and Bridges (2016) separate a change, which is the new situation, from the transition people go through, and they argue that every transition begins with an ending. I want to describe the endings at my hotel as acts rather than moods, because "people were upset" tells a manager nothing to act on. Loretta has worked our desk for nineteen years. In the eight weeks that followed, she stopped three things. She stopped standing at the door at 5 p.m. on Mondays, when our regular business travelers arrive, to greet them by name. She stopped writing in the shift log, the notebook where she had recorded which guest needed a quiet room or a late checkout. And she stopped volunteering for the front of house, asking instead for the breakfast room, out of sight of the kiosks.
None of these appeared in anything the hotel measured. Check-in times fell, kiosk use rose and guest scores held steady, so the reports showed a successful change. The losses were real and invisible at once: the regulars still got rooms, but nobody knew their names, and the shift log simply ended. Ford et al. (2008) argue that behavior labeled as resistance often carries information about what a change has broken, and Loretta's three stopped acts read that way to me. I am not sure anyone was positioned to notice. Our general manager works days, the night auditor never saw the Monday arrivals, and the other hosts were busy learning the kiosks themselves. If the cost of a change shows up only in acts that stop, someone has to be watching for the acts.
What did people in your workplace stop doing after a change, and who, if anyone, was in a position to see it?
Reply to Marcus
Marcus, your dental office's move to online intake forms sounds smooth on the numbers you gave, shorter waits and fewer lost forms. Using the same lens, I would ask what the front-desk staff stopped doing once patients arrived already registered. If the receptionist used to notice a patient's new limp or a changed address while filling in the form with them, that observation has ended, and no intake report would show it. A receptionist who has worked the front for years may also have lost the part of the job she valued most. Was anyone asked to take over that noticing, or did it quietly disappear with the clipboard? It may matter most for older patients, who Weick and Quinn (1999) would remind us experience a quick change on the system's timeline, not their own.
References
Bridges, W., & Bridges, S. (2016). Managing transitions: Making the most of change (4th ed.). Da Capo Lifelong Books.
Ford, J. D., Ford, L. W., & D'Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33(2), 362-377. https://doi.org/10.5465/amr.2008.31193235
Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361-386. https://doi.org/10.1146/annurev.psych.50.1.361
HRMG 4202 Week 1 instructions, in plain terms
Week 1 asks what a change cost the people inside it. Describe the change in a sentence, then put your words into its human side. The strongest posts follow Bridges in treating a transition as something that begins with an ending, and they record those endings as acts a coworker could have seen rather than as moods such as stress or resistance. Pick one person or one small group you watched closely. Ask what they stopped doing and whether any report the organization keeps would have registered it. Cite at least one source on transitions or resistance. Finish by asking classmates which acts stopped in their own workplaces. Your reply should apply the same lens to a classmate's change and ask something they can actually answer.
How this HRMG 4202 Week 1 example is built
The opening sentence names the change and the four desk agents renamed guest hosts. Paragraph two introduces the distinction between change and transition from Bridges and Bridges, then lists three things a veteran colleague stopped doing in the first two months, each tied to a time or place: the door at 5 p.m. on Mondays, the shift log notebook and the breakfast room. A third paragraph sets those losses against the reports, which all showed success, and cites Ford and colleagues on reading objections as signals. A short question for classmates follows. The reply to Marcus asks which observations his receptionists made while filling in forms with patients, and whether anyone took over that noticing once the clipboard went away.
HRMG 4202 Week 1 rubric: what earns full marks
Faculty reward a post that makes the human cost of change visible and specific. Observable acts earn far more than adjectives, because a manager can do something with "she stopped writing in the shift log" and nothing with "she was upset." The source on transitions should shape the observations rather than sit in a paragraph of its own. Marks go to noticing why the organization's measures missed the cost, a point that links Week 1 to the evaluation work later in the course. The reply is credited when it applies the lens to the classmate's case with a pointed question, not when it simply agrees. First-person voice, a length near the assigned range and accurate APA citations complete what instructors expect.
HRMG 4202 Week 1 help: mistakes that cost marks
Think of a change you lived through at work, even a minor one like a switch to a new shift-swap app. Picture one colleague a month later and list what they no longer did: a greeting, a habit, a task they used to volunteer for. Those are the endings. Check whether the organization would have known, since most reports track the new system and not the old habits. Write the change in a single plain sentence so the rest of the post can stay on people. The most frequent slip is diagnosing feelings, which no reader can verify. A second is a reply that restates the classmate's post. If the change you lived through is hard to describe without naming coworkers, we can help you build a composite that keeps the point intact.
Get a HRMG 4202 Week 1 example written to your instructions
Send the discussion question and its rubric, and describe a change from your own working life, even briefly; the post turns its cost into acts somebody could have watched. There is no charge for the first custom sample, delivered within 24 to 48 hours. The branch, the kiosks and the veteran colleague are invented, so no real coworker is described.
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HRMG 4202 Week 1 questions, answered
Where can I find a free HRMG 4202 Week 1 sample paper?
The guest host's post about Loretta and the reply to Marcus are published below for any student to read.
What change does the HRMG 4202 Week 1 post describe?
A hotel removing its front desk over one weekend in favor of app check-in and lobby kiosks, with desk agents retitled guest hosts.
How does the post count the cost of the change?
As three acts a long-serving colleague stopped doing, each specific enough that a coworker could have seen it.
Why did the hotel's reports miss those losses?
They tracked check-in times, kiosk use and guest scores, none of which register a greeting or a notebook that quietly ended.
What does the reply to Marcus ask?
Whether his dental receptionists stopped noticing patients' changes once intake moved online, and whether anyone took over that role.