HR Effectiveness
MODULE 2
MANAGING HUMAN RESOURCES
ASSIGNMENT QUESTION 4:
TO WHAT EXTENT CAN HR THEORY
MAKE A DIFFERENCE
TO ORGANISATIONAL EFFECTIVENESS?
JUNE 2008
Contents Page
Introduction 3 HR Theory in Context
1.1 An Evolutionary Overview 4
1.2 Contemporary HRM 6
1.3 HR Policies and ‘Politics’ 10
HR as a Strategic Partner
2.1 The Challenges for SHRM 12
2.2 The Expectations of SHRM 13
HR & Organisational Effectiveness
3.1 Establishing the Indicators 15
3.2 Demonstrating the Difference 17
HR’s Added Value
4.1 Maintaining Strategic Alignment 18
4.2 The Way Forward 19
References 20
Introduction
A large number of organisations ranging from hotels and financial conglomerates in the service industry to oil, gas, food and beverage companies in the production and manufacturing sectors now include a human resource department. Human Resources has therefore become both a core element of the firm’s operational structure as well as a contributor to its business strategy.
Those companies which do not have an in-house HR department, due either to their relatively small size or the uniquely complex nature of their operations, usually outsource this function to one of the myriad of available management consultants who possess the requisite expertise.
This paper will therefore
MANAGING HUMAN RESOURCES
ASSIGNMENT QUESTION 4:
TO WHAT EXTENT CAN HR THEORY
MAKE A DIFFERENCE
TO ORGANISATIONAL EFFECTIVENESS?
JUNE 2008
Contents Page
Introduction 3 HR Theory in Context
1.1 An Evolutionary Overview 4
1.2 Contemporary HRM 6
1.3 HR Policies and ‘Politics’ 10
HR as a Strategic Partner
2.1 The Challenges for SHRM 12
2.2 The Expectations of SHRM 13
HR & Organisational Effectiveness
3.1 Establishing the Indicators 15
3.2 Demonstrating the Difference 17
HR’s Added Value
4.1 Maintaining Strategic Alignment 18
4.2 The Way Forward 19
References 20
Introduction
A large number of organisations ranging from hotels and financial conglomerates in the service industry to oil, gas, food and beverage companies in the production and manufacturing sectors now include a human resource department. Human Resources has therefore become both a core element of the firm’s operational structure as well as a contributor to its business strategy.
Those companies which do not have an in-house HR department, due either to their relatively small size or the uniquely complex nature of their operations, usually outsource this function to one of the myriad of available management consultants who possess the requisite expertise.
This paper will therefore
References: Barney, J.B. (1991) Firm Resources and Sustained Competitive Advantage Journal of Management, Vol 17 (1): 99-120 Bax, Erik (2002) Condodina, J. (1997) AMA Research - Echoes from the Line: HR Lacks Strategic Initiative Guest, D.E., Mitchie, J. Sheehan, M. and Conway, N. (2000) Employment Relations, HRM and Business Performance: An Analysis of the 1998 Workplace Employee Relations Survey Academy of Management Journal, Vol 40: 171-188 Pieper, Rudger (1990) Schuler, R.S. & Jackson, S.E. (1987) Linking Competitive Strategies with Human Resource Management Practises. Wright, P.M., McMahan, G.C., Snell, S. and Gerhart, B. (2001) Comparing Line and HR Executives’ Perceptions of HR Effectiveness: Services, Roles and Contributions