Relationship Between Hr Functions And Functions Essay

Human Resource (HR) strategic plan’s outline short term goals that have been aligned with their organization’s strategic plans. With the HR’s goals being aligned it also helps the representative know how much man power is needed from the budgeting process done through HR. The HR function of an organization is responsible for ensuring top talent is recruited and retained, which means ensuring success of an organization’s strategic plan.

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n Karataş-Özkan, M., In Nicolopoulou, K., & In Özbilgin, M. (2014). Corporate social responsibility and human resource management: A diversity perspective.

In any organization it is important for HR to touch all levels of the organization and to understand the organization’s environment. An organization who values their employees cannot afford having a human resources department that does not function in a strategic partner role. Human resources professionals, in organizations are equipped with the knowledge, skills and abilities to work with talented senior leaders in an organization. They have the ability to successfully partner with each department within an organization to understand the overall business. HR professional can assist in designing strategic plans to balance the needs of the organization, the employees and the stakeholders. HR can help align efforts of the various functions within the organization with the established goals. They can support the organization’s functions by recruiting, developing and retaining company team members who are crucial. HR should be the driver of the organization’s values. They must not only focus on internal tasks but must step outside the box and fully understand the organization as a whole, how it operates, the competition and what could influence the organization's progress. They must be able to handle change, perform environmental scanning, understand outsourcing and processes

Managers want an HR function which understands the workforce and can help balance the organisations employee and business needs. They want a proactive HR function which identifies issues before they happen and works with managers to address them. They would like HR to help them with their most challenging people issues including motivation, change and skills development. An HR function which does not understand the business and the workforce completely loses its value.

However, these contemporary views of the function of HR were considerably different during the Twentieth Century.

It is important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor because of the involvement of competitive advantages through a company s’ employees. Strategic HR managers need proceed with the professional growth by hiring employees with high potential and giving them opportunity to learn and make lot of experience from their job roles where can access to brightest future in the industry. Secondly, the executive succession where the strategic HR managers will hiring the potential successors and grooming them with experience and advancement to be ready for replacement of the owner of company. A company can be in right direction if proceed with the strategic succession planning. Third is the labor cost efficiency. Strategic HR department mainly focus on their top performers who effort the most to organizational goals and long-term company success. A strategic HR philosophy ensures the employees satisfied perfect where by paid to

HR functions as a strategic partner by planning and implementing methods that support the objectives of the City. HR works on identifying needs and trends and developing strategies to address them. HR takes direction from the Mayor and Council, CAO and the Director of Corporate Services. HR uses data and knowledge of the City to try to predict future needs and develop plans of attack for different objectives.

HR’s strategic management responsibilities include collaborating with other departments and leadership to plan, incorporate change initiatives, and provide tools which measure the effectiveness of HR in reaching organizational goals (Reed & Bogardus, 2012). As Anca-Ioana (2013) pointed out, it is crucial that HR participate in strategic planning and management processes in order to develop a workforce of employees who possess the competencies needed to achieve organizational objectives.

HR managers and HR professionals are taking much more of a proactive approach on the management team than ever before. The strategic HR approach is involved in variety of tasks ranging from strategic planning to decision making and coordinating all Human Resources functions for all employees (Schlesinger, Leonard A 1983).

Research indicates that strategic human resource management (SHRM) in nonprofit organizations has become increasingly more necessary. Nonprofit organizations (NPOs) are facing increasing demands to become more efficient and more effective (Ridder, H., Piening, E.P, & Baluch, A. M., 2011) in order to keep up with the ever-changing environments of non-profits due to political, environmental and/or social changes. NPOs are different than regular for-profit businesses as they have limited resources and more stakeholders. In order to remain competitive NPOs are re-evaluating their current management systems and are being heavily encouraged to consider the option of results-based management or strategic management. “Results-based management is a goal-driven, proactive management approach that emphasizes results rather than procedures” (Swiss, 2016 p.11). Human Resources Management (HRM) plays a significant role in the planning and providing proper management techniques for an organization, therefore it is recognized by research to be the area where involvement is crucial to the organizational culture and performance of the NPO. Human Resources (HR) has a direct line to the heart of the organization; the people. In order for there to be an increase in organizational performance and company-wide adherence there needs to be transparency, an overall understanding of the strategy, processes/procedures and new objectives/goals. An established HR already has the

In the first place, effective HRM is positive impact on the implementation of corporation’s strategy regarding the corporate social responsibility (CSR) that points out taking responsibility for the company’s effects on the environment and impact on social welfare (Investopedia, n.d.). In fact, Strandberg Consulting (2009, p.2) identifies that human resource professionals have a key role to play to help a company achieve its CSR objectives, employee involvement is a critical success factor for CSR performance and human resource managers have the tools that the opportunity to leverage employee commitment to, and engagement in the firm’s CSR strategy. For instance, to be the largest coffee chain around the world nowadays, Starbucks’ CSR objectives normally comprise reduction of operation costs via ways like efficient utilizing lightening and other equipment and reinforcing customer loyalty through staffs’ true simile and polite manners and best meeting customers’ needs (Starbucks, 2006). In order to maximize those targets’ fulfillments, Starbucks is associated with the quite strict recruitment process, whilst invests a lot on its training program. In fact, Starbucks is one of the few retail companies to invest considerably in employee training and offer comprehensive training programs to all classes of employees, even including the part-time workers (Starbucks, 2006). It is able to be seen apparently that if Starbucks is without huge contributions by its HR department, it

Globalization according to Kuruvilla and Lakhani (2013) is believed to be the process of shrinking the cultural and physical borders between countries for trade through the relaxed legal framework. Due to the increasing globalization the multi-national companies have to face new challenges to work efficiently across the borders. Human resource management function has to be reshaped to operate in new countries. Despite all the advantages of adopting the parent companies’ familiar practices, it does not prove to be effective in all countries (Brewster & Mayrhofer, 2015). There is a significant extent of proof in the field of comparative HRM to state that HRM in MNCS faces different kinds of institutional and cultural differences between the countries. The essay keeps to the following structure: First, it discusses the three main institutional differences of state, firms and trade unions between the countries with the help of Hall and Soskice (2001) varieties of capital. Second, it discusses the cultural differences with the help of Hofstede (2001) dimensions. Third, it provides a conclusion of the essay by concluding the arguments mentioned in the essay.

The function of human resource development (HRD) is fundamentally connected to individual and organisational development. As a result of this fundamental connection, it is ultimately human resource development (HRD) units in organisations that are well positioned to help develop an understanding and implementation of corporate social responsibility (CSR) initiatives.

THE STRATEGIC ROLE OF HUMAN RESOURCES MANAGEMENT IN PROMOTING CORPORATE SOCIAL RESPONSIBILITY IN BUSINESS ORGANISATIONS IN ZIMBABWE