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					A key role assigned to human resource by Ulrich (1998). As Ulrich (1998)

stated in Armstrong (2006) pg 73 ‘Human resource should become a partner

with senior and line managers in strategy execution”. Human resource

professionals as a part of any organization should share the responsibility with

senior and line manager to execute the business strategy successfully. With

strategy execution Ulrich argued that human resource should be the part of

strategy making. As Torraco and Swanson (1995) cited in Watson S et al.

(2007), “Human Resource Development is not only supportive of, but central

to, business strategy”. Human resource department should work as a partner

with other departments to turn the strategy into action as a partner human

resource has to share the equal responsibility and combine expertise, skills

and ideas to protracting the existence of the organization. As Osterman

(1987) suggested in Swiercz and Michael (1995) that there should be an

underlying logic to a firm's system of Human resource practices and that

these policies and practices should fit together.


Becoming a partner with line managers and senior manager is not easy in

most organization there is a conflict in internal issues. This confusing detail

and deep diversity naturally raise a question. Wright et al. (2007) pg no 48

“What are employers seeking through engaging in human resource

management and how do their goals human resource management relates to

their broader business goals?” Human resource management is involved in

lots of different activities and demonstrates a number of differences across

occupations, organizational levels business units, firms, industries and

societies. Human resource managers work normally without conflict unless

without knowing that they are in conflict unless some kind of crisis appear in
the firm’s progress or performance that make the organization to reconsider or

reformation. The main cause of this conflict is that Human resource Manager

set his goals according to his priorities as was widely noted in the late 1980s

and early 1990s (e.g. Boxall 1992: Poole 1990) and the Harvard Framework

(Beer et al. 1984) “Managers in firms are encouraged to set their own

priorities in Human resource management based on the interplay of

stakeholder interest and situation factors” (The Oxford handbook of Human

Resource Management 2007). So due to this human resource management

have long term affects on organization effectiveness as Armstrong 2006

suggested that Human resource practitioners are facing blockages and

barriers to get support and commitment from with in management, employees

and top management


The main reasons for this conflict can be the different values and different

priorities in these three groups like top management have these priorities

increase share holder value, innovate, get the work done, save cost, out

source the Human resource and start E human resource. Employees might

have totally different priorities pay well and equitably, give security, provide

good working condition, and treat fairly. Armstrong 2006 suggests that these

conflicts in the Human resource contribution of the main objectives can arise

in the way of a clash of Values line managers may simply regard their workers

as a source and a factor of production to be used and they may be exploiting

their workers to meet the organizations goal and objectives but on the other

hand Human resource department is looking workers as a human capital. In

the way of Different priorities like top management may want to add value

want to be cost cutting and if involves getting rid of people and on the other
side if Human resource want to retain their experienced workers like in Britain

there was a big problem in national rail network shortage of skilled workers to

do the maintenance and repairs and in the way of freedom versus control line

manager may want to do the things in their own way they want to meet their

own objectives and goals but on the other hand Human resource want a

consistent and equitable way to manage people and to implement their

Human resource policies and it is creating a conflict between line managers

and human resource managers.


To avoid these types of conflicts between Human resource manager’s goals

and the strategic objectives of an organization and due to the changing global

environment new techniques and new approaches are needed such as

strategic human resource (SHR). As Schuler, 1992 cited in Budhwar (2000)

pg no 141 “The term “strategic human resources management” was an

outcome of such a debate”. Long term and strategic changes are required in

Human resource roles there is no place for short term and quick fix changes.

Due to this there is a lot of awareness in Human resource and their strategic

shape strategic human resource (SHR).SHR is getting a lot of attention in

recent years as Watson Wyatt Worldwide et al. 2005 cited in Becton and

Schraeder 2009 pg no 11 “integral component of organizing and staffing is

SHR which is more widely recognized as critical to developing and

implementing considered responses to profit pressures”. SHR is not only part

of organizing and staffing basically the SHR is full process like other

departments and it is concerned with the strategies to make for Human

resource activities for making an organization effective and with this it tells

how to implement these strategies. Erickesen and Dyer 2005 cited in Becton,
Schraeder 2009 pg no 11 “SHR is concerned with the contributions Human

resource strategies make to organizational effectiveness and how these

contributions are accomplished” and this engage designing and implementing

a set of internally consistent policies and practice that an organization’s

human capital employees knowledge, skills and abilities work together for

overall business objectives. With SHR human resource management is

responding to profit pressure because without the effective Human resource

profitability of any organization is not possible and with SHR you can make

human resource policies to work with organization strategy and human

resource can improve its services. Due to changes in internal and external

environment human resource department is getting sport form top

management to be strategic as Beer et al. 1988 cited in Storey 1992 “General

managers faced with an array of external and internal pressures, are

beginning to demand that managing human resource be approached in as

integrated, proactive, and strategic way, one relevant to their business and

management problem”.


SHR is changing the traditional Human resource as Becton

and Schraeder (2009) pg no 13 stated the comparison of SHR and Human

resource according to them from basic mind set is changing in tradition

Human resource Human resource manager is thinking on transactional and

on compliance enforcement but in SHR mind set changed to transformational

and on consultative orientation. With SHR the view of organization is

changing from micro to macro and from narrow skill application to broad skill

application. The education and training is changing from traditional human

resource management and on limited business insight now in SHR Human
resource manager is looking at basic business competencies and on Human

resource education training with emphasis on organizational theory,

organizational culture, organizational change, strategic management and on

job design. According to their comparison SHR critical skills are changing in

traditional Human resource organization, compliance and in SHR critical skills

are strategic thinking, planning, diagnosis and analysis, consultation and

managing change. Due to SHR the way Human resource view the employees

is changing head, costs and people are exploitable resources to mind, assets

and people are critical resources. The time frame of human resource activities

is changing due to SHR from short term and immediate needs to medium to

long term and current and future needs. Process and outcome of orientation is

shaping in to primary concern for process to primary concern to results and

process control to process innovation. The view of risk taking is changing due

to SHR in human resource activities low risk taking to high risk taking and

from reliance on proven approaches to experiment with new approaches. And

the response to change is different in SHR inflexible to change to flexible to

change based on the situation. Human resource systems and practices are

changing routine, established programs and systems e.g. traditional training

programs to adaptive, innovative programs and systems to fit future needs

e.g. web based, just in time training.

				
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