Why I Hate Hr
Why We Hate HR
David Nguyen
Metropolitan State University
MPNA 660
6-3-2013
Hammonds makes it very clear that he does not like the Human Resources (HR) department however the purpose of this paper is to differentiate Hammonds opinion about why he does not like HR from important key facts and issues. One of the main issues Hammonds emphasizes about HR is the departments’ lack of involvement with the overarching strategic mission planning of the company. He notes several reasons for this including that HR does not understand business strategy, HR is not concerned with the bottom line of the company but rather more concerned with employee satisfaction, HR is more concerned with preventing litigation and enforcing rules then helping individuals, and finally that HR is too concerned with picnic planning and payrolls which according to Hammond, is not a strategic planning role. I agree with one of Hammonds primary issues in that many of the functions of HR do not necessarily align directly with strategic planning of the company. Strategic planning involves actions like partnerships with other companies that can increase revenue and company growth. HR on the other hand is responsible for many tasks including managing employee satisfaction, efficiency, and payrolls. One can argue that if employees are not satisfied, then they can become inefficient, thus affecting productivity and then the bottom line, but Hammonds seems to argue that HR is lacking a more direct relationship with the strategic planners of the company. Pynes (2009) supports this notion by saying “Unfortunately, many HRM departments have spent their time ensuring compliance with rules and regulations, so they lack the skills and competencies to act as a strategic partner.” (pg. 34) Another primary issue I disagree with Hammonds about is that he seems to be blaming the HR department for its lack of involvement with the strategic planning staff. Hammonds argues that companies are outsourcing
David Nguyen
Metropolitan State University
MPNA 660
6-3-2013
Hammonds makes it very clear that he does not like the Human Resources (HR) department however the purpose of this paper is to differentiate Hammonds opinion about why he does not like HR from important key facts and issues. One of the main issues Hammonds emphasizes about HR is the departments’ lack of involvement with the overarching strategic mission planning of the company. He notes several reasons for this including that HR does not understand business strategy, HR is not concerned with the bottom line of the company but rather more concerned with employee satisfaction, HR is more concerned with preventing litigation and enforcing rules then helping individuals, and finally that HR is too concerned with picnic planning and payrolls which according to Hammond, is not a strategic planning role. I agree with one of Hammonds primary issues in that many of the functions of HR do not necessarily align directly with strategic planning of the company. Strategic planning involves actions like partnerships with other companies that can increase revenue and company growth. HR on the other hand is responsible for many tasks including managing employee satisfaction, efficiency, and payrolls. One can argue that if employees are not satisfied, then they can become inefficient, thus affecting productivity and then the bottom line, but Hammonds seems to argue that HR is lacking a more direct relationship with the strategic planners of the company. Pynes (2009) supports this notion by saying “Unfortunately, many HRM departments have spent their time ensuring compliance with rules and regulations, so they lack the skills and competencies to act as a strategic partner.” (pg. 34) Another primary issue I disagree with Hammonds about is that he seems to be blaming the HR department for its lack of involvement with the strategic planning staff. Hammonds argues that companies are outsourcing
References: Caldwell, C., Truong, D. X., Linh, P. T., & Tuan, A. (2011). Strategic human resource management as ethical stewardship. Journal of Business Ethics, 98(1), 171-182. doi:http://dx.doi.org/10.1007/s10551-010-0541-y Nasiri,S., Zanjani,.S. (2012). A Consideration of Human Resource Management Future. International Journal of Academic Research in Business and Social Sciences, 2(1). Retrieved from http://go.galegroup.com.ezproxy.metrostate.edu/ps/i.do?id=GALE%7CA329750483&v=2.1&u=mnamsu&it=r&p=EAIM&sw=w Pynes, J. (2009). Human resources management for public and nonprofit organizations: a strategic approach. 3rd ed. San Francisco, CA: Jossey-Bass. Syed, N., & Yan, L. X. (2012). Impact of high performance human resource management practices on employee job satisfaction: Empirical analysis. Interdisciplinary Journal of Contemporary Research in Business, 4(2), 318-342. Retrieved from http://ezproxy.metrostate.edu/login?url=http://search.proquest.com/docview/1033050877 ?accountid=12415