The Role of a Human Resource Function and Its Practitioners - Essay Example

There are Varying Views as to the Role of a Human Resource Function and Its Practitioners. Explore What These Roles are and analyse How They Can Add Value and Enhance Organisational Effectiveness. Introduction Human Resource Management (HRM) is an approach of managing the activities performed by the workforce within an organisation (Stolt, 2010). It is an essential managerial function, which endeavours to align the organisational requirements with the abilities of their respective personnel (1Armstrong, 2006). In the present day context, there are certain factors that tend to influence the organisations in adding value and enhancing their respective business or operational effectiveness. In this regard, the factors include an increased level of globalisation along with internationalisation, wider adoption, as well as execution of pioneering technological advancements and prevalence of extreme business market competition among others. It is strongly believed that the different functions of HRM predominantly plays an imperative role in supporting the organisations belonging to this modern day context in the dimensions of raising greater value to the customers and improvising their operational effectiveness (Aswathappa, 2005). In this similar context, the different functions of HR are managing the activities performed by the personnel of an organisation in an effective manner, motivating people and integrating the organisational objectives with the requirements of the personnel engaged in realizing the organisational objectives (Amos & et. al., 2009). Apart from these, the other vital functions of HRM entail utilising the available resources efficiently, making decisions as per the requirement and retaining the potential people among others (Randhawa, 2007). With this concern, the essay intends to discuss about the varied theoretical models of HRM in order to determine its functions that add value and enhance organisational effectiveness by a considerable extent. The models would be then compared with others in order to acquire a brief understanding about the above stated subject matter. Discussion about the Theoretical Models of HRM Critics have certainly argued that the field of HRM lacks in establishing a logical theoretical framework, which restricts in determining the actual roles played by varied HR functions towards the attainment of long-term as well as short-term objectives of an organisation. However, it is witnessed that there exists certain HRM based theoretical models that provide a better understanding about the effectiveness of diverse HR functions, which lay a significant impact on the overall performance of an organisation in a long run (Wright & McMahan, 1993). In this similar context, the different theoretical models relating to the field of HRM have been discussed in detail below: Ulrich’s Theoretical Model of HRM David Ulrich, a management expert, developed a model of HRM, which depicted certain functions that need to perform in an efficient manner by the HR professionals of any organisation in order to ensure long-term sustainability and attaining a superior competitive position as compared to others. According to this particular model, a detailed idea can be ascertained about how HR professionals can perform effective functions in order to support the organisations for generating greater value to the customers and also improvising organisational effectiveness at large (Andresen & Nowak, 2014). Based on this model, Ulrich conferred that HR professionals can conduct related functions acting as a ‘strategic partner’, ‘administrative expert’, ‘change agent’ and ‘employee champion.’ In relation to the HR functions a ‘strategic partner’, HR professionals are accountable for restructuring the organisational structure, if needed and establish greater collaboration with the team members for adding value and also attaining the desired organisational targets. Likewise, HR function as an ‘administrative expert’, HR professionals must ensure that the works performed by the employees are completed within a stipulated period in an effective manner by streamlining and automating the operational functions. In accordance with the function performed as ‘change agent’, HR professionals are liable towards making any sort of changes for the sake of organisation’s benefits and also devising plans for coping up with the crucial factors concerning resistance to change. Finally, from the perspective of ‘employee champion’, HR professionals are accountable for motivating, advocating as well as representing the personnel and providing effective training to the line managers for attaining predetermined organisational goals (Foster, 2013). The model described above can be better understood from the following graphical representation: Source: (Bodra, n.d.) Storey’s Theoretical Model of HRM The Storey’s theoretical model of HRM introduced by John Storey clearly depicts the meaningful version of the HRM. Based on this particular model, Storey strongly believed the conception of HRM, as a ‘set of interrelated policies with an ideological and philosophical underpinning’ (2Armstrong, 2006). Storey recognised two major HRM models, ‘hard’ and ‘soft’ versions. These versions generally differ based on the factors concerning managerial control strategies and human nature (Wilson, 2005). In relation to the model propounded by Storey, the ‘hard’ version specifically denotes the conceptions associated with tight strategic control and the formation of an economic model of man. On the other hand, the ‘soft’ version represents controlling the operational functions by raising the commitment level (Truss & et. al., 1997). From the above stated model, it is quite evident that Storey has made clear distinctions between the stated versions relating to the field of HRM. Based on the viewpoints presented by Storey, the ‘hard’ version of HRM focuses on determining the fact that the people or the personnel working within any organisation are regarded as important resources based on which such organisations attain a superior competitive position. It is thus the responsibility of the organisations to acquire, develop, as well as deploy these significant resources in such a way so that they can reap several benefits. These benefits can be measured in the form of attaining maximum profitability through market share, attaining a greater competitive advantage as compared to other market rivals and ensuring a higher level of sustainability in the long-term. Conversely, based on the HRM model developed by Storey, the ‘soft’ version represents promoting human relations, which is mainly performed by establishing greater communication amid the organisational members, motivating them and performing effective leadership practices (Kidombo, 2004). Bratton & Gold’s Theoretical Framework of HRM The theoretical framework developed by Bratton and Gold is mainly based on the argument made on the fact that several major constituents associated with the HRM concept are mainly derived from the theories of organisational behaviour (OB) which entails leadership, staffing and employee relations among others. Thus, it is obvious that the HRM theoretical framework of Bratton and Gold rests on five functional areas that form the core activities of HRM aspect. These functional areas are identified as ‘staffing’, ‘employee maintenance’, ‘rewards’, ‘employee advancement’ and ‘employee relations’ (Mills & et. al., 2003). According to Bratton and Gold, the area of ‘staffing’ is regarded as the procedure of obtaining people with the suitable knowledge, experience and capabilities to fill up the vacant positions within an organisation. The functions performed within this area include job analysis, recruitment as well as selection and HR planning. The ‘rewards’ area mainly signifies the administration along with the design of the reward systems. The primary roles associated with this particular area encompass a performance appraisal and job evaluation among others. On the other hand, the area of ‘employee development’ refers to the deliverance of effective training to the employees for making them to perform satisfactorily in the context of attaining predetermined organisational targets. One of the major roles associated with this area includes designing effective training programs for the workforce. It is worth mentioning that the area concerning ‘employee maintenance’ signifies supervising and scrutinising of welfare policies and workplace health, along with safety concerns. Notably, retaining skilled employees and meeting diverse statutory regulations are the prime roles associated with this area. Finally, the area of ‘employee relations’ denotes establishing a better interrelation with the personnel in the form of widening their participation level in the decision-making procedure. One of the vital roles associated with this area entails promoting conciliation between the union representatives and the management team (Sharma, 2009). The Guest Model of HRM The Guest model of HRM generally comprises six major components. These components include “an HRM strategy”, “a set of HRM policies”, “a set of HRM outcomes”, “behavioural outcomes”, “a number of performance outcomes” and “financial outcomes” (University of Petra, n.d.). In relation to the component of “an HRM strategy”, Guest mainly focused on the policies concerning ‘differentiation’ (innovation), ‘cost’ (cost-reduction) and most importantly ‘focus’ (quality). Concerning the element of “a set of HRM policies”, Guest laid utmost attention on the practices relating to selection, along with training, appraisal, rewards, status as well as security, job design and involvement. The component of “a set of HRM outcomes” recognises commitment, flexibility and most importantly, quality frames an important part of the Guest HRM model. Likewise, the component of “behavioural outcomes”, places due importance upon the factors encompassing cooperation, organisational citizenship, involvement and effort or motivation. In relation to the component of “a number of performance outcomes”, the Guest model mainly highlights the requirement of improved productivity, better quality, greater level of innovation, lower customer complaints, diminished labour turnover rate, and lessened conflicts. Finally, to the component of “financial outcomes” emphasises enlarging profitability level and ensuring superior level of Return on Investment (ROI) (University of Petra, n.d.). A pictorial illustration has been depicted in the following for acquiring a better idea about the above stated model and its various components. Source: (University of Petra, n.d.) Based on the dimensions of the above stated model and its components, a clear distinction can be made between HRM and orthodox personnel management. Moreover, the components depicted in the model also recognise the vital stereotypes or assumptions underpinning the HRM conception. It will be vital to mention in this similar concern that the distinction can be made by considering the fact that the perception of HRM tends to integrate HR into the field of strategic management (Horton & et. al., 2002). Comparison of the Models After acquiring a brief idea about the different theoretical models of HRM developed by various management scholars, certain differences can be found regarding their approaches towards the notion of HRM. In this similar context, Ulrich’s theoretical framework of HRM emphasises the ways based on which the different HRM functions can be performed in an effective manner and likewise several significant benefits that can be obtained by an organisation. Thus, the model highlights the aspects concerning ‘change agent’, ‘administration expert’, ‘HR business partner’ and ‘employee advocate’ as the ways through which the HR professionals can perform varied functions effectively (Ulrich, 2013). In contrast, Storey’s theoretical framework of HRM, instead of identifying the ways through which the HR functions can be conducted, focused on recognising the distinct versions of HRM that support organisations in attaining their predetermined business or operational targets. As mentioned earlier, that the HRM model developed by Storey provided an in-depth understanding about the importance of certain resources that can lead organisations towards adding value and enhancing their respective operational effectiveness (Lashley, 2012). On the other hand, Bratton and Gold’s framework of HRM laid utmost attention on arguing the fact that numerous major constituents of the HRM model are derived from the theories of OB that encompass employee relations and staffing among others, which is quite different from the models propounded by Ulrich and Storey (Sharma, 2009). In addition, the theoretical model of HRM, developed by Guest, can be compared with the previously mentioned frameworks. Justifiably, Guest’s HRM model focused on applying relevant and effective HRM based policies towards generating varied behavioural, performance and financial outcomes. This particular HRM model of Guest can be compared with that of Storey’s, Ulrich’s and Bratton and Gold’s theoretical framework based on the perception held towards HRM and its applicability in the modern scenario (Yuan, 2013). Discussion about the Use of the HRM Models in Daily HR Practices with Examples With regards to the different theoretical models of HRM, propounded by distinct management experts, it will be vital to mention that these models can be successfully practiced or used in the daily HR functions perform by the HR professionals . For instance, the theoretical HRM model of Ulrich can be successfully applied in the daily HR practices of any organisation in the form of identifying the need of making any sort of changes prevalent within an organisational structure along with culture and making effective decisions concerning how the overall operational or business procedures will be monitored. Specially mentioning, the different elements as mentioned in the Ulrich’s HRM model would add value and enhance organisational effectiveness by applying the ideas of the administration experts regarding better utilisation of the available resources. Moreover, adding value by this model can be mainly determined by covering major HR related procedures, including organisation’s design, talent acquisition, and leadership development among others (Sharma, 2009). On the other hand, the HRM model developed by Storey can also be used in the daily HR practices of an organisation by focusing on developing the performance of the employees. For instance, forming and imparting quality-training programs may support the employees of an organisation to develop their overall performance. It is strongly believed that the model of Storey, which depicted ‘soft’ as well as ‘hard’ HRM versions may aid in assisting organisations towards adding value and enhancing their respective business or operational effectiveness by various ways. These ways encompass retaining potential employees, motivating them and forming effective communication. For instance, providing attractive incentives in the form of monetary or non-monetary benefits to the employees may result in generating greater value to the customers and most importantly improvising organisational effectiveness by a considerable extent. In addition, the model can act as a contributory factor towards adding value in the form of clearly explaining the roles along with the responsibilities of HR professionals (Yuan, 2013). It is worth mentioning that the theoretical model of HRM, developed by Bratton and Gold, can also be utilised in the daily HR practices of an organisation. Generally, the prime HR functionalities of an organisation mainly include staffing, employee development and providing rewards to the personnel for motivating them among others. Similarly, in accordance with the HRM model propounded by Bratton and Gold, several chief constituents of the HRM model are derived from the above discussed aspects, which showcases the successful practice of the model in daily HR functions performed by the HR professionals in an organisation. Specially mentioning, the HRM theoretical framework of Bratton and Gold can also support the organisations of this modern day context in adding value and enhancing organisational effectiveness by various ways. These ways comprise identifying the ways for improving the synergy amid the employees, initiating activities towards developing their combined efforts and making decisions about how to retain particularly the skilled employees for a longer time. For instance, offering rewards to the employees in the form of providing them with monetary as well as non-monetary benefits will certainly aid the modern organisations to add value and improves their respective business or operational effectiveness. More importantly, this model can add value by improving the overall performance level of the employees in the form by providing them with necessary benefits (Horton & et. al., 2002). In addition, the theoretical model of Guest also finds its applicability in the daily HR functions of an organisation, as this tends to apply effective HRM based strategies for deriving appropriate as well as positive HRM, performance, financial and behavioural outcomes. It will be vital to mention in this similar concern that the use of this particular model may assist the organisations in developing their operational effectiveness and add greater value to their respective products and/or services by performing certain significant activities. These activities, in particular, encompass lessening operational costs, focusing on developing the quality level, promoting innovativeness in the operational procedures, and providing effective training to the employees. For instance, the deliverance of quality training to the workforce may assure in providing effective services to the clients or the customers, resulting in adding greater value to the organisations and advancing their operational effectiveness at large (Lashley, 2012). After acquiring a brief idea about the different HR models and their capability towards adding greater value, it can be ascertained that amongst the above-discussed models, Ulrich’s HRM model can be quite difficult to practice within an organisation. This is mainly because this particular model tends to establish certain effective factors, including change agent, employee advocate and administration expert among others, which an organisation might not be able to fulfil. The prime reasons for this failure could be non-availability of potential resources and lack of adequate knowledge about the above-discussed factors among others (Sharma, 2009). Conclusion Based on the above analysis and discussion, it can be ascertained that the different HRM models or frameworks guides an organisation to move forward and attain greater success by generating greater value to the customers and enhancing business or operational effectiveness. In this regard, throughout the discussion, several HRM based models including Storey’s ‘hard’ and ‘soft’ HRM versions, Guest’s HRM model, Ulrich’s four perspectives for conducting HR functions and Bratton & Gold’s theoretical framework have been analysed in a detailed manner. These models certainly provided the means based on which the organisations belonging to this modern day context can reap significant benefits and ensure their respective long-term sustainability in this competitive landscape. From the analyses of the different HRM models as stated above, it is quite apparent that an organisation can successfully practice or use these models without facing any sort of complexities or problems. This is mainly ensured by performing the activities like making effective decisions associated with retaining potential employees, establishing effective communication amid every employee, promoting innovativeness, and utilising the accessible resources in an effectual manner. Thus, it can be concluded that the HRM models discussed above are can play a vital role in supporting organisations towards adding value and improvising operational effectiveness in future by ensuring the conduct of such activities in a periodic manner. References 1Armstrong, M., 2006. A Handbook of Human Resource Management Practice. Kogan Page Limited. 2Armstrong, M., 2006. Strategic Human Resource Management. Kogan Page Limited. Andresen, M. & Nowak, C., 2014. 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