Hrm Challenge
Introduction
The aim of this essay is to demonstrate Human Resource Management (HRM) in a way that is both challenging and rewarding in contemporary organizations. Human Resource Management (HRM) is a new way of thinking about how people should be managed as employees in the workplace. (Ashly Pinnington and George Lafferty 2003, P.4) In much the same way as there are different roads to success, HRM is not one theory but an evolving set of competing theories and strategy contributors. The purpose of this essay will analyse why organisation do not regard H.R as effective how can change? What role should it play? Why should it play? What are the challenges facing by HR managers?
The H.R manager Role
People management has existed in one form or another since the beginning of time. In recent times how this process has been managed has become more formalised and specialised. Ulrish (1997) gives the following examples of four key roles for the manager:
1. Strategic partner
‘HR professionals ‘play a strategic partner role when they have the ability to translate business strategy into action. (Ulrish, D. 1997, P79)
* Know the business- understand the organisation, its finances, its people, its products and services, its customers and its business environment * Speak ‘bottom-line’ language-demonstrate how HRM improves business performance and reduces costs * Add value- Show how HRM can help line managers to better achieve their performance objectives * Provide professional advice- be a competent manager prepared to accept assignments outside of HRM. * Make the line manager job easier- avoid administrative trivia and a bureaucratic ‘police’ role. * Be professional- speak up key issues with an independent voice.
2. Administrative expert
Refers to the efficiency of HR managers and how effective they are in managing HR activities (Such as selection) so that they create value. (Stone et al, 2010, P.10) HR must be capable of
The aim of this essay is to demonstrate Human Resource Management (HRM) in a way that is both challenging and rewarding in contemporary organizations. Human Resource Management (HRM) is a new way of thinking about how people should be managed as employees in the workplace. (Ashly Pinnington and George Lafferty 2003, P.4) In much the same way as there are different roads to success, HRM is not one theory but an evolving set of competing theories and strategy contributors. The purpose of this essay will analyse why organisation do not regard H.R as effective how can change? What role should it play? Why should it play? What are the challenges facing by HR managers?
The H.R manager Role
People management has existed in one form or another since the beginning of time. In recent times how this process has been managed has become more formalised and specialised. Ulrish (1997) gives the following examples of four key roles for the manager:
1. Strategic partner
‘HR professionals ‘play a strategic partner role when they have the ability to translate business strategy into action. (Ulrish, D. 1997, P79)
* Know the business- understand the organisation, its finances, its people, its products and services, its customers and its business environment * Speak ‘bottom-line’ language-demonstrate how HRM improves business performance and reduces costs * Add value- Show how HRM can help line managers to better achieve their performance objectives * Provide professional advice- be a competent manager prepared to accept assignments outside of HRM. * Make the line manager job easier- avoid administrative trivia and a bureaucratic ‘police’ role. * Be professional- speak up key issues with an independent voice.
2. Administrative expert
Refers to the efficiency of HR managers and how effective they are in managing HR activities (Such as selection) so that they create value. (Stone et al, 2010, P.10) HR must be capable of