Using a qualitative research approach anchored on secondary data, the objective of this paper is to assess the various roles of HR professionals that are unique to every organisation according to the demands of the organisations that are usually based upon the business objectives of the firm.
HR professionals are placed with the task of facilitating the changes that are necessary for achieving organisational change that are vital to the success of the firm. This paper will scrutinize various literature related to HR Roles and provide indisputable facts that reveal the true nature of the functional sphere of the HR professional who often have a misconstrued perception of their true role.
This casual research paper will primarily examine multitude secondary data that provide insight into the role of the HR professional coupled with empirical evidence based on observations and surveys conducted by previous researchers over the last three decades on how organisations have relied on HRD as a champion of change that requires them to draw attention to the needs of the organisation and formulate practical and applicable methods towards meeting these changes with the least amount of resistance.
The subsequent review of literature that will be presented will start with a review of Collins and the emphasis placed on HR management concepts and approaches that are developed based on organisational structures which are in turn bounded to cultural elements and how these are streamlined with business objectives which further contribute to the complexity of the entire organisational framework. The review of literature will also contain examples of organisations that owe success not only to their products, but also the innovative HR approach that enabled these companies to attract and retain the best of talents within their industry that gave them the competitive advantage over their rivals
Table of Contents
1. Abstract
2. Introduction
3. Review of Literature
3.1 HR as Change Agent
3.2 HR as a Strategic Partner
3.3 The role of the Human Resource Department
3.3.1 HRM in the International Organisation
3.3.2 HRD and Flexible High Performance Organisations
3.4 Facilitator of Organiser
3.5 HR as an Outsourced Facility
4.0 Conclusion
Objectives and Research Themes
This paper aims to assess the multifaceted roles of human resource professionals in adapting to the complex demands of modern organisations, investigating how HR strategies contribute to business success and competitive advantage. Through a qualitative analysis of secondary data, the research clarifies the evolving nature of HR from an administrative function to a strategic business partner capable of navigating global challenges and organisational change.
- Evolution of HR from administrative tasks to strategic business partnering.
- Role of HR in managing organisational change and cultural diversity.
- Strategic importance of HR in international organisations and high-performance environments.
- Challenges and benefits of outsourcing human resource functions.
- Impact of HR practices on employee engagement and organisational performance.
Excerpt from the Book
3.3.2 HRD and Flexible High Performance Organisations
The concept of a high performance work organisation is subjective which makes it difficult to formulate standard protocols to address specific issues. But in essence, high performance organisations within industries are easily recognisable for instance Starbucks in the F&B retail chain industry and Apple and Google when it involves IT or Apple and Samsung when mobile technology is a factor or Harvard and Princeton when academia is concerned (Heugh, 2016). What sets these organisations apart from the rest are in principle: Clear Strategy, Leadership, Company Ethos, Trust, Followership (Waal, 2012).
These fundamental characteristics that exists within HPO are rooted to the policies that are essentially set by the HRM department for instance some of the strategies set for employee career growth, succession protocols, why the company exists in the first place, where they are and where they are going which is critical for the employees to know and how these strategic goals are presented to them by the HR which makes them part of the strategic direction or isolates them. As for leadership, it again falls under the jurisdiction of the HRM based on the fact that it is HR that hires these leaders based on the organisation culture and hiring leaders who are able to uphold the cultural values of the organisation which keeps the workforce intact (Kehoe & Wright, 2013).
According to (Smallwood & Ulrich, 2004) a high performance organisation is usually consisted of an equally high performing workforce made up of dedicated and productive employees that own the necessary skills and motivation and further developed by HRM via training & development and organisational knowledge and resource sharing that continuously contribute to the growth of the firm. Company ethos, trust and followership are all components of a HPO that are instilled via HRM practices without which these elements become obscured and overwhelmed by ‘basic business processes and outputs’ that become the focus of each day (Esch et al., 2016).
Summary of Chapters
1. Abstract: Provides an overview of how globalisation has transformed the role of the Human Resource Department from simple administration to a complex, knowledge-based strategic unit.
2. Introduction: Outlines the qualitative research approach used to examine the diverse roles of HR professionals and the paper's objective to clarify the HR function in contemporary business.
3. Review of Literature: Explores the theoretical background of HR roles, including their functions as change agents, strategic partners, and organizational facilitators.
3.1 HR as Change Agent: Discusses the necessity for HR to act as a responsive driver for organizational change in a dynamic, globalized business environment.
3.2 HR as a Strategic Partner: Analyzes the critical phase of HR integration into management sciences, emphasizing adaptability to globalization, diversity, and cross-cultural challenges.
3.3 The role of the Human Resource Department: Examines how HR policies are directly correlated with bottom-line performance and employee behavior.
3.3.1 HRM in the International Organisation: Focuses on the HRD's role in managing personnel from diverse cultural backgrounds and building a cohesive organizational culture.
3.3.2 HRD and Flexible High Performance Organisations: Details the key components of high-performance organizations like Google and how HR practices instill essential traits like trust and clear strategy.
3.4 Facilitator of Organiser: Describes the transition of HR from administrative "picnic organizers" to strategic facilitators of organizational performance and culture.
3.5 HR as an Outsourced Facility: Evaluates the trend of HR outsourcing, weighing the benefits of cost-efficiency against the risks of data exposure and quality loss.
4.0 Conclusion: Summarizes the findings, concluding that HR is a vital strategic component essential for identifying talent and sustaining organizational productivity.
Keywords
Human Resource Management, HRM, Human Resource Development, HRD, Strategic Partner, Change Agent, Organizational Performance, Globalisation, Talent Management, High Performance Organisations, HPO, Employee Engagement, Outsourcing, Corporate Culture, Workforce.
Frequently Asked Questions
What is the core focus of this research paper?
The paper examines the evolving roles of Human Resource professionals and how they function as strategic business partners rather than just administrative support in modern, globalized organizations.
What are the central themes discussed in the text?
Key themes include the management of organizational change, the importance of HR in high-performance organizations, cross-cultural management, and the strategic advantages and disadvantages of HR outsourcing.
What is the primary objective of the work?
The primary objective is to clarify the "true" nature of the HR professional's role by providing insights into how HR contributes to bottom-line performance and competitive advantage.
Which research methodology is applied?
This study employs a qualitative research approach based on the analysis of extensive secondary data, including literature reviews, surveys, and previous case studies conducted over the last three decades.
What does the main body of the paper cover?
The main body focuses on the literature review, detailing specific roles such as HR as a change agent, the strategic partner role in international settings, the dynamics of high-performance organizations, and the considerations of HR outsourcing.
Which keywords best characterize this publication?
The work is characterized by terms such as Human Resource Management (HRM), Strategic Partner, Change Agent, High Performance Organisations, and Talent Management.
How does the author define the role of HR in high-performance organizations?
The author views HR as the architect of an organization's success, responsible for building a culture of trust, hiring leaders who uphold core values, and nurturing talent to maintain a competitive advantage.
What critical view does the author take regarding HR outsourcing?
The author presents a balanced view, acknowledging that while outsourcing improves cost-efficiency and focus, it carries significant risks, such as losing control over confidential data and the potential for sub-standard output.
- Arbeit zitieren
- Ravi Sivalingam (Autor:in), 2016, Managing human capital. HR professionals and the task of facilitating organisational change, München, GRIN Verlag, https://www.grin.com/document/414648
