# A Continuous Monitoring and Reallocation Method for Successful Decisions in Change Management
## 1 Introduction  
Organizations and businesses often make changes to deal with challenges and improve their performance and effectiveness [1, 2]. However, these changes are often unsuccessful. About 70% of changes are not completed on time or are abandoned [2, 3, 4]. Many models and methods have been proposed for managing change, and most of them have a defined sequence of steps for successful management [5, 6, 7]. One of the most important factors for the success or failure of a change is the behavior of employees, especially their resistance to the change process. Employees who are affected by an upcoming change can experience emotional turmoil [8, 9, 10, 11]. Thus, many unsuccessful attempts to implement changes aredue to such behaviors in employees [12; 13; 14]. Individuals have different typical reactions to changing situations: while some accept change, others tend to resist it [15]. Employee performance and resistance to change (RTC) are related to the type of work provided [16; 17]. Human resources can play a decisive role in the success of an organization, especially in the case of an upcoming change. It is important for managers to seek the most effective means of optimizing the use and distribution of available resources across different services or systems in order to optimize certain functions related to performance and productivity. The significance of human resource allocation has been recognized in numerous business sectors [18]. The original version of the assignment problem concerns the allocation of \(n\) resources to \(n\) activities in order to minimize the cost or maximize the benefit with the following constraints: each resource should be used in only one activity, and each activity should use only one resource. When human resources are being allocated, the problem is known as the human resource allocation problem (HRAP) [18]. In the change management literature, the methods proposed for decision making are based on qualitative and quantitative controls for the collection of information, including through questionnaires and interviews, personnel training, and technical briefings, as well as the means of communication to prepare for change, the selection of people who will be the agents or leader of the change, and so on [6; 19; 20]. [PERSON] and [PERSON] [21] presented a dynamic meta-heuristic model of effecting organizational change, which involves smoothly directing and routinizing change according to the specific situation relevant to every change attempt. The system model of organizational change proposed by [PERSON] and [PERSON] [22] views organizational change not as a linear process but, instead, as a multidimensional mechanism. [PERSON] et al. [23] present a practical approach to assessing organizational readiness and maturity for continuous improvement, identifying areas of strength that can serve as cornerstones of an initiative, as well as areas that would benefit from further development. The study by [PERSON] and [PERSON] [24] examines employees' turnover intentions in the context of resistance to change, analyzing the mediating role of burnout and the moderating role of perceived organizational support in this relationship. These methods are very time-consuming, meaning that Rtc is not addressed in a timely manner, possibly resulting in the abandonment or incomplete implementation of changes. Consequently, there are several research gaps in the literature:  
* Existing models do not consider real-time adaptation to employee resistance during the change process. * Current methodologies that incorporate communication through interviews, seminars, and technical briefings are time-consuming, which makes them unable to address Rtc in a timely manner. This frequently results in change failure. * Current methods treat human resource allocation as a fixed process, without considering the dynamic nature of employee behavior or resistance during change. The main innovation of the proposed method is that the staff allocation is readjusted at regular intervals during the process of change.