Human resource management
Introduction
Market competition among organizations in the modern market is vital to an organization. It is the work of the human resource in every organization to ensure organizational excellence is achieved. The role of the human resources therefore basically analyses the outcomes of its activities (Jackson & Schuler, 2009). The activities of the human resource should therefore add value to the organization. It should have an impact on the organizational customers, employees and investors and the community at large through social corporate responsibility. To organizational excellence, the HR helps in coordination with senior managers in strategy execution, expertise in organization and execution of work, ensure administrative efficiency; represent concerns of the employees to management while increasing employee productivity and agents of transformation in an organization (Lawler & Mohrman, 2006).
The new roles of Human Resource
The role of HR is continuously continuing to change over time. HR executives have opted to be more active in meeting the competitive demands of modern business organizations. The competitive challenges facing organizations such as growth and profitability, technology, globalization and intellectual capital has made a change in the HR’s leadership role. The HR needs to play a vital role to meet these competitive challenges (Ulrich & Losey, 2005).
Role of strategy execution
The HR is a member of the executive management with the execution of a strategy as their responsibility. The HR’s role is to guide on how an organization will undertake its strategy. This entails definition of an organizational architecture while considering components such as structure, rewards, processes and strategy. It’s also his/her responsibility to carry out an organizational audit, identification of methods of renovation and setting of organization’s priorities (Rao, 2007).
Role of administrative expert
This role changes the HR from the rule making administrator to an administrative expert. This facilitates efficiency of their function and the organization. This is beneficial to the organization since it reduces costs and improves credibility of the HR (Gueutal, Hal & Eduardo, 2005).
Champion of employees
The HR is now accountable for employee engagement. Engaged employees feel they are valued and therefore relate well with customers and work efficiently through their commitment and full contribution to the organization. It’s thus the HR responsibility to orient and direct management on the importance of increased employee morale and positive attitude in their work (Kahnweiler, 2005).
Agent for change role
The HR’s responsibility is to make the organization embrace and make use of necessary transformations. This role eradicates resistance to change and promotes result oriented planning. Organizational cultural change is the most difficult challenge faced by the HR. (West & Tjosvold, 2003). The HR promotes cultural change by clearly defining the concept of change and articulate importance of cultural change to the success of the business (Rothwell, 2010).
Planning role
The HR management plan to forecast on the number of employees that are necessary to an organization in a given time. Their intent is to have a low turnover ratio of the employees leaving to those staying along. As planners therefore, it’s their role to identify workers from pool of applicants since human capital is important in achieving the goals of an organization. The ultimate objective is therefore to increase a skilled and experienced workforce (Armstrong, 2010).
Conclusion
The role of HR continues to evolve due to competitive demands for highly skilled labor, globalization, technological advancement and intellectual capital. To meet these competitive demands, the role of the HR is still important. The HR contributes significantly to an organizational performance especially by offering a competitive advantage (Storey, 2011).
References
Armstrong, M. (2010). Armstrong’s essential human resource management practice: A guide to people management. London: Kogan Page
Gueutal, Hal, Dianna L. Stone, and Eduardo Salas. The Brave New World of Ehr: Human Resources in the Digital Age. Hoboken: John Wiley & Sons, 2005. Internet resource.
Jackson, S. E., Schuler, R. S., Werner, S., & Jackson, S. E. (2009). Managing human resources. Mason, OH: South-Western Cengage Learning.
Kahnweiler, W. M., & Kahnweiler, J. B. (2005). Shaping your HR role: Succeeding in today’s organizations. Amsterdam: Elsevier.
Lawler, E. E., Boudreau, J. W., & Mohrman, S. A. (2006). Achieving strategic excellence: An assessment of human resource organizations. Stanford, Calif: Stanford Business Books.
Rao, V. S. P. (2007). Human resources management: Text and cases. New Delhi: Excel Books.
Rothwell, William J. (2010). Human Resource Transformation: Demonstrating Strategic Leadership in the Face of Future Trends. Intercultural Pr.
Storey, J. (200 Wright, Patrick M. The Chief Hr Officer: Defining the New Role of Human Resource Leaders. San Francisco, Calif: Jossey-Bass, 2011. Internet resource. 7). Human resource management: A critical text. London: Thomson.
Ulrich, D., Losey, M. R., & Miesinger, S. (2005). The future of human resource management: 64 thought leaders explore the critical HR issues of today and tomorrow. Hoboken, N.J: Wiley.
West, M. A., Tjosvold, D., & Smith, K. G. (2003). International handbook of organizational teamwork and cooperative working. Chichester, West Sussex: Wiley.
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