The Human Resource Department : An Integral Part Of Strategic Excellence

The human resources department needs to be viewed as a staff of internal consultants who work alongside managers to achieve long-term company goals and plans. “Firms are more likely to succeed when human resource practices are aligned with the needs of internal and external customers” (Wang & Niu, 2010). Managers should be given more independence when making hiring, appraising, and compensating subordinates.

Human resource helps in recruiting the most efficient employees for organizations. They support the use of training and development to improve individual employees as well as the whole organization. They make sure that the training given to the employees is effective and they support any changes that are essential for the improvement of the workplace (McLagan and Suhadolnick 1987). Human resource development now has evolved from just training to development of the whole organization or individual (Chalofsky and Lincoln 1983; Gilley 1998; Harris and DeSimone 1994; Kenny 1982; Nadler and Nadler

Human Resources often begins as very tactical policies, records, compliance, discipline, compensation, benefits, job descriptions, hiring, performance management (). Taken to the next level, HR becomes strategic, connecting employees to the business mission, values, and vision, in order to drive business results (). Employee goals and metrics align to the business strategy and rewards tie into results. Additionally, careful consideration is given to developing talent pipelines, employee succession plans, and career planning in order to respond flexibly to the inevitable work flow and staffing changes that all businesses experience ().

The functionality of Human Resources is always changing to meet the ever evolving needs of an organization. For example, when Xerox decided to downsize, the function of Human Resources became environmental scanning strategic planning. The restructuring goal however, included more than just a reduction in force. It was determined that the Human Resource entity needed to be streamlined and become a more efficient part of the organization. As a result, the use of technology, and maintaining employee retention was the core that developed HR into a more strategic part of the Xerox organization.

With the ever changing economy many companies today must evaluate strategies and practices to allow for optimum diversification and financial success. With the changing the marketplace organizations may turn to mergers and acquisitions to further diversify their business portfolio and expand their reach within the community. As organizations merge there are many variables that need to be considered, namely the employees which are the most important asset of both entities.

How has strategic human resource management as a field evolved over the years? What are the practices that are likely to bring forth better performance with regards to strategic human resource management? Strategic human resource management deals with strategies used by business enterprises and companies as means of the improving and measuring performance. It is important to understand these strategies as it helps determine what would be required for employers to get good results from their enterprises and employees to feel comfortable and also feel motivated to work efficiently. Strategic human resource management (SHRM) emphasizes the need

Lawler stated that the Human Resource function has at least three distinguishable roles that it can play (Lawler & Boudreau, 2009). The most identifiable role is their administrative service, but over several years, human resources have been encouraged to enhance their activities in a second business role partner (Lawler & Boudreau, 2009). According Lawler, in this specific role human resource is anticipated to create and deliver practices that support organizational business model and meet the demands of managers and employees (Lawler & Boudreau, 2009). Gupta stated that the human resource department in any organization is a very important part of the operation and it can determine the success and failure of an organization (Gupta, 2005). According to Gupta, Microsoft’s human resource department began to reshape their functions around 2005. This new way allowed their

Question #1: Define and explain the significance of the term ‘derived demand’ as it applies to Strategic Human Resources Planning. (5 marks)

The human resource management function can be found in almost every organization, unless otherwise outsourced to a third party. It is one of the most important functions within the organization, although many may not realize this. For many people, human resource management includes overseeing supportive and administrative areas like compensation, benefits, recruiting, employee relations, and training and development. However, human resource management today is so much more than that and organizations are recognizing that human resource management has evolved into a strategic role with significant impact into all areas of the business (Anca-Ioana, 2013). This review of strategic human resource management explores what it means for HR to be a

In 21st century, the significance of traditional sources of competitive success (e.x. Technology, economies of scale) decreases because they are easy to imitate. In contrast, “the significance of human resources as the greatest asset of a business enterprise has increased since human resources constitute an organisation’s intangible, irreplaceable and, un-imitable resources” (Pfeffer, 1994). In addition, the business environment changes rapidly. Competition, globalisation, changes in the economic, market and technology are adding the pressure on the old human resources management system. In order to cope with changes, there is a need for the transformation of human resources management.

The traditional and antiquated function of any human resources department was to employ, terminate, collect and record paperwork on employees, maintain payroll, and event plan. The emergence and expansion of human resources information systems (HRIS), places the human resources department on par with strategic management planning, and forays into competition. The HRIS system is not just the “composite of databases, computer applications, and hardware and software necessary to collect/record [Sic], store, manage, deliver, present, and manipulate data for human resources as espoused by (Ngai and Wat, 2006; Lippert and Swiercz, 2005; Troshani, Jerram & Rao, 2011), but also to strategically plan for the transitions

There is now a general acceptance of a stakeholder theory of the modern organization (see, e.g.[1, 2,3]). Such a theory implies that managers have a duty to stakeholders. Stakeholders are defined as those groups who have a stake in or claim on the firm. Translated to the human resource development (HRD) context it suggests that each stakeholder group has a right not to be treated as a means to some end and should therefore participate in determining the future direction of human resource development activities within the organization.

The Human Resource department is considered to be the most important department for the development and progress of the work processes of the concerned organization. The HR department plays the most crucial role in managing the desired activities of the employees of an organization as well as it recruits the skilled employees to the firm. This research paper will help in explaining the process by which the Human Resource adds desired values to an organization. For any of the particular firm, the employees are supposed to be the precious assets which help in evaluating the preferred growth and the business process of the concerned firm (Armstrong, 2014). There are certain key responsibilities which help in evaluating the desired

Human Resource Management is “the process of managing people in a company as well as managing the existing inter-personal relationships” (J. Suli, What Is Human Resource Management, 2013). Key to the success and growth of any business, the HR department is commonly known for taking care of issues and creating strategies for effective employee recruitment and development in a business. However, nowadays, because of the intense competitive market and ever-changing demands, in order for an organisation to create competitive advantage and add value to its corporation, different workforce management mechanisms have to be implemented. These high investments on human resources function have been more eminent for the past decade and

Human resource is an important aspect of every organization and none can exist without it. Therefore, the human resource department is charged with the role of hiring, training and development as well as payroll management among other staff related activities. The human resource objectives must be aligned with the overall organization’s objectives in order to avoid conflict of interests. Consequently, it is important to develop a strategic plan which encompasses the various factors that are involved in human resource planning and development. This involves innovation in change strategies, management of diversity in technology in the implementation of the human resource role. Apart from the development, it is important to have monitoring and control in order to ensure that a proper foundation is laid out in ensuring long-term profitability of the organization.