The HR team in many organizations is supposed to make suggestions to the top management team on strategic management of people working within the said organization and these people ought to be taken as resources for business and especially assets (Sheehan et al., 2007). Their roles therefore in most cases include the managing of the process of recruiting and hiring employees, coordination of the benefits of employees and making suggestions on the trainings of employees and the strategies that aim at development (Chuang and Liao, 2010). Looking at this perspective the HR managers are therefore consultants and not mere workers in the business this is because they are the main advisors of the top management team on all the issues relating to the staff in the organization and also advise them on how the organization can achieve its goals.
Following advancement in modern technology most of the conventional ways of doing business are being replaced by techniques that are of new age (De Winne and Sels, 2010). Countries are quickly spreading out around the world due to an increase in globalization. There are no geographical barrier restrictions as it has been in the past. Many economies are rising, others falling and some evolving in equal measures. With all this globalization many strict laws are being enforced and there is therefore a constant vacuum waiting to be filled with all policies that are effective which follow legal guidelines but not in any way compromising the survival of an organization. The human resource function is therefore not assumed in the midst of all these changes (Akhtar et al., 2008).
The role of HM is therefore constantly evolving so as to keep up with the quest of integrating all the strategies and operations of any organization across a great number of services, products, ideas and even cultures. The HR have been forced to get much exposure to the evolution that is taking place in work force diversities, obligations that are legal and the management of organizational goals that are strategic. In today’s business world an organization cannot afford to have a HR department which does not make contributions in the growing of modern form of thinking and which aims at contributing to enhancement of the company growth in form of profitability. Therefore all the duties of an HR manager are supposed to be parallel with the needs of the changing work environments. Most of today’s successful organizations are more resilient, adaptive and quick in accepting changes and most of these changes are centered on their customers (Boxall et al., 2007).
With the new business environment, the HR person has become more relevant to executives and managers in many organizations. This individual is the employee sponsor, a strategic partner of the organization and a mentor for change (Hausknecht and Trevor, 2011). All the organizations that have embraced these new roles are currently leading their competitors in areas related to the strategic way of utilizing employees, development of the organization and the management and development of talents.
These mangers are supposed to think as strategic partners in today’s business environment if they have to appear viable and able to make contributions in the business. In this new role they are supposed to make contributions to ensuring the business plan and objectives of the organization are accomplished and well developed. They should have objectives in place which support the achievements of the organizations goals (Richard et al., 2007). He or she should therefore be well informed and have good knowledge about the working systems of the institution where people are allowed to contribute ideas and also succeed.
Having to serve as a strategic partner therefore ensures that the HR services are impacted and they include rewarding, hiring and recognizing as well as making strategic pays. For the HR to be successful in executing this role then they have to have a thinking capacity of a business person, have good knowledge of finance and accounting and take full responsibility of any cost reductions of the HR programs (Ghebregiorgis and Karsten, 2007).
To achieve success in this role the manager has to take an integral role in the success of the organization through having good knowledge on people’s advocacy. The advocacy may include having good skills on creating a good working environment where people are motivated and feel happy to make contributions. The employee feels as an owner of the business if the HR works towards fostering good methods of setting goals, empowering others through giving those responsibilities etc (Batt and Colvin, 2011). This individual is thus supposed to establish a culture that enables people to have the competence, commitment and desire to serve clients well. The HRM is therefore supposed to offer strategies for talent management, development opportunities for employees, assistant programs for employees and strategies for profit sharing.
The effectiveness of an organizations result has to be evaluated by the need for their HRM to constantly advocate for change. The professional can be valued exceptionally if he/she has the knowledge to successfully execute change within the organization. The employee dissatisfaction is greatly minimized if the HR professional knows how to do proper linkage between the strategic needs and change (Bartram et al., 2007). Such a HRM who champions for positive change assists the organization to create the right culture, monitor the satisfaction of employees and measure the end results of the initiatives of the organization. The HR thus assists the organization to get measures which informs the organization on how it is succeeding in what it’s doing.
Why the role of HRM has become more significant and important
Recently human resource managers’ roles have become more significant in many organizations and it’s not just all about processing payrolls and dealing with new employee enrolments. The department currently plays crucial roles in the development of the strategic plan of the organization and also handling of all the activities centered on employees (Ngo et al., 2008).
It’s very important to have an in-house human resource department. An expert on human resource increases the understanding of the important of human capital to the organization. The human capital is very critical especially from small upcoming businesses because such businesses have employees that are seen performing duties that are cross functional in nature. Therefore if an individual leaves in such workforces a huge gap is left and thus posses’ a threat to the profitability of the business (Boxall and Purcell, 2008).
Some human resource managers have specialized in compensation roles and therefore are able to develop compensation structures that are realistic which in the long run sets the organization wages very competitive compared to other businesses in a similar industry (Iverson and Zatzick, 2011). This is achieved by conducting wage and salary surveys so as to remain competitive an also maintain the compensation costs within the financial status of the company as well as the revenue projected.
It’s the human resource department that prevents excessive unnecessary spending by ensuring the better rates of benefits are well negotiated and this include negotiations on coverage regarding health covers. They are the professionals that also ensure there is realistic setting of competitive wages basing on the study they make about the market, trends of employment and analysis of salaries in line with the job descriptions (Boxall and Purcell, 2008). This function is very useful in businesses where budget constraints are an issue.
Conflicts at work places cannot be avoided by all means and this is because it’s an environment with too much diversity in working styles, personalities, backgrounds and also levels of job experience varies among the staff (Nikandrou and Papalexandris, 2007). Therefore the HRM that has been trained in handling in handling such conflicts is able to make an early identification of them and make resolutions before things get out of control. They are thus good people in restoring working relations that are positive.
The needs assessments of any organization current workforce are usually conducted by human resource personnel. This enables one to identify the trainings of any employee that are important in improving the skills and qualifications from a particular duty. This is mostly of benefit to those companies that are just beginning operations in the business world. Through the HRM they are able to identify the needs for training of the staff. This makes it less expensive compared to the hiring of an expert from outside (Ngo et al., 2008). This strategy also reduces employee turnover and thus improves on their retention.
These MRM are often given the responsibility of checking on the level of employee satisfaction and this is an ambiguous measurement when done to its level best (Nikandrou and Papalexandris, 2007). The issues that may cause dissatisfaction from employees are usually dealt with following use of employee surveys; focus groups and also strategy for exit interview that are handled by experience HRM’s. Once these issues are handled the employees are motivated to work even better.
Hiring of new employees or replacements that come with trainings and ramp up times is usually costly to many organizations but if they have a good team of HR personnel which is good at recruiting then they can greatly minimize on the expenses related to advertising for jobs and enrollment of new staffs in their benefit plans (Ngo et al., 2008).
The HRM are mandated with the role of developing the systems of management. They are the ones that construct plans which aim at measuring performance so as to ensure the employees do not get to do jobs that they are not specialized in. this also ensures that the employees with poor performance do not continue being enlisted on the payroll (Björkman and Lervik, 2007).
All businesses aim at being known for the ‘employer of choice’ and therefore recognition for the best way they treat their employees. This attracts many people to working for them. To be recognized in this manner it takes the efforts of the HRM who in most cases ensures they have recruited the best staff and most qualified and also ensures the most talented employees are also retained (Crook et al., 2011).
It’s the role of the human resource personnel to ensure that the workforce has embraced the philosophy of the company as well as the principles. It’s very imperative to create a cohesive work environment especially for small businesses (Boxall and Purcell, 2008). To achieve this HRM has to hire wise decisions which are able to identify the professional traits that are desirable.
The human resources department often develops succession planning and this enables the company to identify employees who have requisite capabilities that can be transformed into leadership roles in the company (Björkman and Lervik, 2007). This function is quite relevant because it guarantees the stability of the organization and its future success.
Conclusion
Following the recent research on HR personnel the organization’s assets are tallied up to 80% by the human sector. Its therefore of no doubt that the human resource function has to be taken with much seriousness if any organization has to experience success in business. The utmost importance of any business is to ensure it builds a team of professionals and therefore the HR department has to be equally well managed and professional. A shortage in the HR function comes with a lot of costs to the businesses future and also compromises its many achievements. Therefore its evident from the discussion that the HR personnel plays the role of maintaining law and order in the organization and also among the staff and this then extends to the attraction, engagement and retention of the top most talents in the industry.
References
Bartram, T., Stanton, P., Leggat, S., Casimir, G., & Fraser, B. (2007). Lost in translation: Exploring the link between HRM and performance in healthcare. Human Resource Management Journal, 17(1), 21−41.
Björkman, I., & Lervik, J. E. (2007). Transferring HR practices within multinational corporations. Human Resource Management Journal, 17(4), 320−335.
Batt R. and Colvin A. J. S. (2011). An employment systems approach to turnover: HR practices, quits, dismissals, and performance. Academy of Management Journal, 54: 695–717.
Boxall, P., & Purcell, J. (2008). Strategy and Human Resource Management. Hampshire: Palgrave MacMillan.
Boxall, P., Purcell, J., & Wright, P. M. (2007). Human resource management: Scope, analysis and significance. In P. Boxall, J. Purcell, & P. M. Wright (Eds.), The handbook of human resource management (pp. 1−16). Oxford: Oxford University Press.
Crook, T. R., Todd, S. Y., Combs, J. G., Woehr, D. J., & Ketchen, D. J. (2011). Does human capital matter? A meta-analysis of the relationship between human capital and firm performance. Journal of Applied Psychology, 96: 443–456.
Ngo, H., Lau, C., & Foley, S. (2008). Strategic human resource management, firm performance and employee relations climate in China. Human Resource Management, 47(1), 73−90.
Akhtar, S., Ding, D. Z., & Ge, G. L. (2008). Strategic HRM practices and their impact on company performance in Chinese enterprises. Human Resource Management, 47: 15–32.
Nikandrou, I., & Papalexandris, N. (2007). The impact of M&A experience on strategic HRM practices and organisational effectiveness: Evidence from Greek firms. Human Resource Management Journal, 17(2), 155−177.
Chuang, C., & Liao, H. (2010). Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personal Psychology, 63: 153–196.
Richard, O. C., Murthi, B. P. S., & Ismail, K. (2007). The impact of racial diversity on intermediate and long-term performance: The moderating role of environmental context. Strategic Management Journal, 28(12), 1213−1233.
De Winne, S., & Sels, L. (2010). Interrelationships between human capital, HRM and innovation in Belgian start-ups aiming at an innovation strategy. International Journal of Human Resource Management, 21: 1863–1883.
Sheehan, C., Cooper, B., Holland, P., & De Cieri, H. (2007). The relationship between HRM avenues of political influence and perceived organizational performance. Human Resource Management, 46(4), 611−629.
Ghebregiorgis, F., & Karsten, L. (2007). Human resource management and performance in a developing country: The case of Eritrea. International Journal of Human Resource Management, 18: 321–332.
Hausknecht, J. P., & Trevor, C. O. (2011). Collective turnover at the group, unit, and organizational levels: Evidence, issues, and implications. Journal of Management, 37: 352–388.
Iverson, R. D., & Zatzick, C. D. (2011). The effects of downsizing on labor productivity: The value of showing consideration for employees’ morale and welfare in high-performance work systems. Human Resource Management, 50: 29–44.
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