What Has Been the Changing Role of Human Resource Management - Coursework Example

Contents Contents 2 Changing role of Human resources management 5 Key functions performed by the HR department 10 The stages of the recruitment 13 Stages of Recruitment & Selection 13 References 15 Introduction How often have you heard it said that planning is dissipating of time? No sooner is the plan accomplished than someone comes along to change it. These same naysayers would also argue that the plan, once accomplished is disregarded and merely put on the shelf so the team can get down to doing some real work. To people management, we mean the planning activity that involves deciding on the types of people in form of resources that are required to fulfill the requirements of the project. In other words the types of skills and number of workers we need to complete the project (kwysocki, 1997). Whenever we talk about the methods implicated in the management we in general refer those methods towards the management of people as well as resources. The management of people is the management of workers. Management of people guides us about the roles and duties that a worker can perform in an organization for making that successful. It also guides management what type of staff should reserve for a specific project (Kerzner, 2003). Human resource management that can be written simply as HRM: is the strategic and logical practice to the administration of an organizations mainly all valued resources, the persons working there who separately and communally add to the accomplishment of the objectives of the organization (Robert, 2007). The terms human resource or HR and human resources management or HRM have mainly restored the phrase personnel management as an explanation of the procedures concerned in supervision people in organizations or business. This report explains the human resource management why it is needed and main terms related to it. In the next section it elaborates the changing role of the human resource management. We will try to analyze the diversion from the role in case of specific condition and environment. Then in the next section we will see what are the key functions performed by the human resource department, Next section will elaborate an important and basic role of the Human resource department that is: recruitment process. Next section will present the overall report summary and conclusion. The last section contains the references and bibliography. Human resource management: It has become a widely held premise that people provide organizations with an important source of sustainable competitive and that the effective management of human capital, not physical capital, may be the definitive determinant of organizational development. The value of human capital may be especially perceptible in modern manufacturing organizations that have invested heavily in production innovations such as sophisticated manufacturing technology, statistical process control, and computer numerically controlled machine tools. Such initiatives tend to depend heavily on employee skills and commitment as key components in the value creation process (Michael, 2006). Accordingly, it is instrumental for manufacturing firms to harness the productive potential of their employees in order to accomplish superior performance. Though human resource (HR) actions are frequently acknowledged to play a central role in linking employee capabilities with the performance requirements of an organization, the specific structure of this relationship is still open to debate. To date, two primary perspectives-a universal approach and a contingency approach-have been used to illustrate the link between human resource management (HRM) and firm performance. (Michael, 2006) The universal or best practices, perspective implies a direct relationship between fastidious approaches to human resources and performance, and the contingency perspective posits that an organizations strategic posture either augments or diminishes the impact of HR practices on performance. Analytically, this distinction has been operationally defined as main effects for the universal standpoint and as interface (or moderation) effects for the eventuality perspective. Although on the surface the universal and contingency perspectives may appear to be competing, we would argue that they can be complementary. A good deal of facts suggests that individual HR practices, as well as on the inside consistent systems or bundles of HR practices, can indeed directly manipulate organizational performance. Going beyond these direct HR-performance relation- ships, however, other evidence suggests that the impact of HR practices on firm performance may be further improved when practices are matched with the competitive requirements inherent in a firms strategic posture (Cascio, 1991). In short, the universal approach facilitates researchers’ document the benefits of HR across all contexts, ceteris paribus, and the contingency perspective helps us look more deeply into organizational phenomena to obtain more situation-ally definite theories and prescriptions for management practice. Although support for one standpoint over another is ultimately an empirical issue, the two perspectives are not necessarily mutually exclusive. As stated at the outset, these points are particularly germane to ongoing debate within the field of modern manufacturing management. In particular, the jury is still out on the value of deskilling versus up-skilling approaches to HRM in manufacturers. Indeed, many have taken the position that the up-skilling or deskilling decision ultimately rides on the fastidious manufacturing strategy of an organization. To date, how- ever, much of the evidence remains anecdotal and continues to shape the distinction between what authors say manufacturers should do and what has actually worked in practice (Cappelli et al, 1992). Changing role of Human resources management In the past years vastness of human resource action was in dealing out the payroll, so that the human resource segment shaped division of the administration and finance department. Actually in organizations of small size today, there is merely no human resource division to articulate of (Cappelli et al, 1992). Usually, the possessor handles human resource matters and allocates the managerial roles to a clerk. In discussions with customers, foundations, and candidates, we are considering additional and extra corporations looking for to alter the position of their Human Resources organization from a subservient remunerate, reimbursement and fulfillment responsibility to a human resources organization that is a extremely practical associate playing a management assignment in helping to frame the company’s in service strategies to convene business objectives. This prospect role of Human Resources is at present observed in corporations known for following Best Practices (Michael, 2006). The significance of the human resource purpose has turned out to be apparent particularly with the beginning of international competition. Not simply do human resource managers have to visualize additional deliberately and in pace with company planning managers, they have to tackle actual and hard matters on the topic of the impact of strong contest on employment constancy. It is one obsession to imagine with managerial on how the human resource division be able to hold up business activities. It is an additional to really put into practice the cost-savings strategy with considering employment (Kleiner, 2000). In these corporations, the Human Resource organization is a significant strategic associate in mounting the objectives and putting into strategies of the organization. In the course of an assorted form of centralized and decentralized occupations, the company HR role is observed as Centers of Excellence, while every Strategic Business Unit that is also acknowledged as SBU is allocated an HR generalist treatment to the business component manager (with a spotted line to the leader of business HR). The generalist at the bottom of Strategic Business Unit has to be a strong understanding of the company or functional region to be effectual (Michael, 2006). Does the corporation’s plant transformation necessitate the gaining of computerized and automatic tools that the present workers don’t know how to perform function? Does the business aim to set up a subsidiary in Indonesia, and if so, what proficiencies and information will be advantageous by the people earmarked for overseas jobs? Nowadays the modern HR managers have to be preparing themselves to move violently with these questions, and a lot of others (Cappelli et al, 1992). International competition forces associations to sprint more professionally. An association that administers its assets in a excellent way: is capable to diminish expenses allowing either advanced profit limits or better elasticity and still be capable to accomplish acceptable point of returns. For a lot of associations, pays and reimbursements form the volume of operating expenditures (Kleiner, 2000). Thus subsequent to tapering belts somewhere else, annoying to cut areas where probable, the associations have to think downsizing or finish down overstaffed procedures. In this novel representation of the HR association, it is very important that associate expand strapping consulting abilities. The HR generalists, performing role as advisors, have to be recognized and be grateful for the mind-set of being a tactical associate with their Strategic Business Unit. In adding up, as advisors, they have to expand employee relations abilities to not instantly describe problems, other than to effort with teams to resolve them. Corporate HR turned out to be a site for Centers of Excellence holding the communal services of recompense, reimbursement and Organization Development. Frequently the association sets up a “practical” HR area to grip interactive profit administration to accumulate time and offer quicker service (Cappelli et al, 1992). For a number of corporations, economizing or conclusion goes alongside the extremely particle of social conscience. Filipino units for instance toil inside communities and hold up the local financial system. The ethical obligation to persist is therefore sturdy but it is at the cost of usefulness. Moreover, there are communal expenses that are tolerated by the whole society with increasing joblessness and underemployment rates (Cascio, 1991). To guard alongside the problem of worldwide competition, the human resource managers have to be supplementary practical in employing and upholding a receptive and well-organized work power (Snell et al, 1995). Planning should establish at the near the beginning phases so that organizations do not inflate unnecessarily. Human resource managers should be capable to plan out human resource strategies like that supple, energetic employees are concerned, chosen and then taught and aggravated to be additional creative than the antagonism (Michael, 2006). One thing in point is the Kit Kat industrialized plant in York England, beneath the manager ship of Ian Jobson and, ultimately, Nestle CEO Peter Brabeck. In year 1998, Time publication information, it took 38 man working hours to create a ton of chocolate. This present year, by means of a blend of robotics, computerized packaging, and production-line up gradations, the estimate manufacture time is 23 hours (Kleiner, 2000). A tactical human resource manager goes ahead of human resource mastery. Additional competencies need business mastery and adjust mastery additionally. A high-quality consideration of the industry and its atmosphere offers the viewpoint on how best to administer workers so they are interested to outer stakeholders and therefore provide them improved. On the other hand, ability in transform management permits human resource managers to proficiently stir organizations to regulate improved to varying business wants with imagination and innovativeness. An enhanced-equipped human resource administrator is then capable to direct the most exclusive business operating cost (Kleiner, 2000). Human resource managers are no longer administrators or merely implementers. They must be well-known as deliberate partners. Merely then also be able to assist peak management particularly in an environment of financial indecision (Kleiner, 2000). The duty of the Human Resource Head is as well to an enormous point expanded. This managerial serves on the firm’s Strategy Council and must be enormously strategic, considering HR’s responsibility as a significant tactical associate with the Strategic Business Unit’s. This person moreover reports honestly to one of the peak executives, or is given recurrent admission to them (further than association on the policy Council). As a modify agent, a significant division of the Human Resource head’s recompense package turned out to be incentives, based upon gathering precise objectives of transform (Kleiner, 2000). The central part competencies for anyone in this position comprise: The aptitude to conduct the change effort in the organization, not immediately the transform effort in HR A sturdy faith in empowering employees and decentralizing management A promise to organizational/people development The self-confidence to be a psychoanalysis business partner in HR matters (as contrasting to an employee supporter on the one hand, or “the people standardize” on the other) The ability to both identify troubles as they happen and work with others to resolve them Established experience in training and implementing a planned HR role Tolerance to carry on with a transform program and handle resistance to alter The capability to come across a commitment to a make over program from the top executives, and with them, to expand a intelligence of urgency/significance for the change hard work Regardless of how glowing planned, clarify and carried out, any novel program will convene well-built confrontation to alter, which should be probable and not allowable to discourage the procedure of alter. Further, any agenda of main modification will take numerous years to completely expand and implement across the corporation. In responsibility change, the Human Resources Department has the chance to turn out to be an essential part of the business, a driver of change, and a precious strategic resource (Michael, 2006). Key functions performed by the HR department In this section I will explain the main and important function performed by the Human resource department in the development and managing the organization. The typical HR department of today supports a hierarchy of managerial activities, ranging from schedule reporting to unstructured decision making. The lowest application level supports internal and external reporting actions relies on data relating to compensation, benefits, and insurance programs, as well as employee records and position information (Ulrich et al, 1996). At the next level, employee back- ground data, performance evaluations and skills inventories are used to carry decision making activities involving to employee selection, placement, and promotion. Finally, economic and industry data, as well as man- power demand forecasts, can be used to sup- port decision making related to training, pension fund investment, and other manpower planning applications (Legge et al,2004). The HR practices used in this study focused on the four most frequently recognized areas of HRM: staffing, training, performance appraisal, and compensation. HR department has the staffing practices integrated four different scales used to measure functions and responsibilities (Michael, 2006). (1) Selectivity in hiring, (2) Selection for manual and physical skills, (3) Selection for technical skills, and (4) Selection for problem-solving skills. HR department has also lot of responsibilities associated with the training practices also included four different scales used to measure functions and responsibilities: (Michael, 2006). (1) Comprehensiveness, (2) Policies and procedural training, (3) Training for technical skills, and (4) Training for problem-solving skills. HR department functions and responsibilities also occupy the Performance appraisal practices: this comprises three different scales used to measure (Michael, 2006). (1) Developmental focus, (2) results-based appraisal, and (3) behavior-based appraisal. HR department has the Compensation systems that also part of their duty that comprise: (Michael, 2006). (1) Hourly pay, (2) Salary, (3) skill-based pay, (4) Individual incentives, (5) Group incentives, (6) Individual equity, and (7) External equity management. To empirically authorize our multi-item scales, we performed confirmatory factor analysis using maximum likelihood extraction. Separate factor analyses were performed for each HR department areas (i.e., staffing, training, performance appraisal, and compensation) in order to maintain appropriate sample-size-to-factor ratios (Michael, 2006). Now a day’s it is seen that few more roles and responsibilities have been added to Human Resource department, I have pointed some of them that are given below: (Michael, 2006). Organizational Development Employee Recruitment and Selection Process Employee Training & Development Employee Compensation Benefits The stages of the recruitment This section will elaborate the main recruiting process that is held by the Human Resource department. I will present those steps that are taken for the recruitment of the new employs in the organization. I have presented those stages in form of steps below: 1 Stages of Recruitment & Selection 1- Job Analysis This is the early stage of recruitment and assortment. Is their a post that in fact exists? Here we access the need of the new person to administer and handle new responsibilities, or nay old vacant position. 2. Job Description This is at what time a document is written up by Human resource that holds the post title, the duties, positions and responsibilities of the post. Here we present the main duties that are due on that person after having the job. We also advertise the required maximum or minimum education of experience that we require. 3. Person Specification Again one more document that is fashioned as piece of the application pack derived out to possible candidates. It holds information of the distinctiveness and skills required for the perfect candidate. It includes necessary and attractive features. 4. Advertising the post internally or externally For this you are required to think concerning the costs and as well as the reimbursement/costs of hiring citizens who work previously inside the business or getting new thoughts and knowledge from outside. Think regarding the impact of moreover on accessible staff morale (professional development, promo0tion etc) 5. Application Forms and CV/Cover Letters These are sent out to applicants by post or e-mail and they have to complete and mail by a closing date. 6. Filtering the applications and the leet (shortlisted applicants) The board /panel go throughout the applications and detach the best and more suitable persons for the available personas list. 7. The interview process A sequence of questions/ inquires are inquired by a group of interviewers. They take notes on the applicants and evaluate at the end. 8. Other Selection Methods This phase may as well occur whereby IQ, talent and behavior tests are concerned or Assessment Centers are employed to select the top candidates. 9. The Job Offer Normally the applicant who has obtained the job is offered the job before the failed applicants are informed they did not get it. This is so if the winning applicant discards the job they have others to fall back on. Conclusion In this report I have addressed terms related to human resources management. I have discussed the human resource management basics, then the main topic: the changing role of the human resource management. The functions performed by the human resource department were discussed later, then I have elaborated an important and basic role of the Human resource department that is: recruitment process. I have analyzed that HRM is a vital part of an organization; with out this department we can not be able to manage and process the business issue properly. References 1. Cappelli, P., & Singh, H. 1992. ‘Integrating strategic human resources and strategic management’. 2. Cascio, W.F. 1991. ‘Costing Human Resources’; Boston, MA: PWS-Kent. 3. Legge, Karen. 2004. ‘Human Resource Management: Rhetoric’s and Realities’; Basingstoke: Palgrave Macmillan. 4. Kleiner, M. M., Block, R. N., Roomkin, M., & Salsburg, S. W. 2000. ‘Human resources and the performance of the firm’; Madison, WI: University of Wisconsin. 5. Kerzner, Harold. 2003 ‘Project Management: A Systems Approach to Planning, Scheduling, and Controlling’; 8th Ed., Wiley. 6. Kwysocki. 1997 ‘Effective Project Management’; McGRAW Hill. 7. Michael, Armstrong. 2006. ‘A Handbook of Human Resource Management Practice’; London: Kogan Page. 8. Robert L. Mathis. 2007. ‘Human Resource Management’; South-Western College Pub. 9. Snell, S. A., & Youndt, M. 1995. ‘Human resource management and firm performance: Testing a contingency model of executive controls’; Journal of Management, P.P.711-737. 10. Ulrich, Dave. 1996. ‘Human Resource Champions. The next agenda for adding value and delivering results’; Boston, Mass.: Harvard Business School Press. 11. Wright, P. M., McMahan, G. C., & McWilliams, A. 1994. ‘Human resources and sustained competitive advantage: A resource-based perspective’; International Journal of Human Resources Management. Read More