When HR Devolution Leads to HR Evolution - Report Example

When HR devolution leads to HR evolution Student Name Tutor Course Date Table of Contents Table of Contents 2 Executive Summary 3 When HR devolution leads to HR evolution 4 Introduction 4 Strategic Human Resource management 5 HR value creation and delivery of strategic capabilities 7 Employee advocate 9 Role of line managers and their accountability 10 Conclusion 12 Works Cited 13 Executive Summary This report demonstrates new perspectives into the topic of HR devolution and when it leads to the evolution of human resource. First, the report provides an understanding of strategic human resource management (HRM) which facilitates occurrence of HR evolution. It explains how important this aspect of HR is and needs associated with it. This involves an illustration of value creation in the organization, and roles involved in HR function through adopting strategic HR. another aspect of discussion in the report is alignment of human resource strategies with the business of corporate strategies by HR unit and how the department executes its strategic abilities. Thirdly, the report illustrates employee advocacy perspective as a vital role of human resource considering that employees are the most important assets organizations have. Performance of strategic roles requires that the HR departments of organizations transfer responsibilities from human resource managers to organization’s line mangers. The report therefore illustrates different responsibilities and accountabilities which line managers are entrusted with for employee management and staff as a result of devolution. Finally, a conclusion is provided illustrating organization success issues. It is also concluded that HR strategies need to be aligned with corporate objectives and policies, also known as strategic human resource management so as to attain success in the organization. Devolution is also necessary to line managers for strategic HRM to succeed. When HR devolution leads to HR evolution Introduction Devolution of the human resource function involved decentralization or transfer of Human resource functions from a central subsystem to other units. Devolution improves efficiency and ensures effectiveness is attained.Human resource management evolution is a subject of its own which happened during the era of industrial revolution. This was when organizations developed personnel units and departments within the company to deal with employee wages, salaries and general welfare. Human resource management is characterized by high level of significance of line managers. Emergence of the human resource and strategic human resource structures marked the formality of line managers’ full involvement in human resource processes within organizations (Ulrich et al, 2012). According to McDermott et al (2013), the HR alters its framework by transferring duties involved in human resource from human resource managers to line managers. Devolution led to evolution in structure of the human resource management system in terms of responsibility allocation such that, line managers were now involved in personnel management responsibilities. This paper illustrates a report on when this devolution of Human resource leads to its evolution. Other aspects in relation to this such as strategic human resource management, employee advocacy, the roles of line managers and accountabilities and creation of value by HR are also discussed. Strategic Human Resource management Devolution of HR leads to its evolution when strategic HRM is implemented in the organization. Baker & Kiymaz (2011) state that, organizations have a main objective to create value for organization’s stakeholders through their human resource departments and involvement in decision making processes. Decisions such as acquisitions to improve stakeholder value will involve the contribution of human resource department. Better assessment by results supporting this objective within the organization’s function will help achieve the objective. This is provided through transformation of the Human Resource functionof the company that requires strategic management. According to Bratton (2011), strategic human resource management involves improving the performance or a business organization and developing the cultures of an organization through connecting human resource function including its policies and practices with organization’s strategic goals and objectives. This can be illustrated in a diagram below: For strategic HRM to prevail, the traditional centralized control of personnel functions in the organization must be transformed into strategic human resource management. This includes changing aspects of managing people within the organization and diversification of roles. Evolution means that current HR carries out employee management responsibilities as core function where staff not involved in personnel management such as managers at all organizational levels get involved in development and managing employees. Strategic management in the human resource department results to the most contribution in the impact that HR has in a given organization. According to Sandy and Myrna (2010), human resource profession is of growing importance with a core role of creating and acting as a business partner and being a strategic thinker. An organization can only achieve competitive advantage against rivals if the human resource management is successful. A strategic management model can be represented as below: HR value creation and delivery of strategic capabilities Devolution of HR leads to its evolution when human resource creates value and delivers strategic capabilities. The human resource function of the organizations needs to become a strategic business partner to the company as its main role so as to facilitate creation of value to the business. It also makes an impact in the organization and creates value by being involved in the process of making strategic organizational decisions. In HR role as strategic partner, the department aligns its strategies to match with those of the business. According to Darbi (2012), business strategy and HR strategies can be aligned using planning. This rational methodology involves staffing strategies and employment policies in managing and designing management systems for the workforce. The HRM events and policies are then complemented with specific business strategies. The employee in this case is considered and valued as a strategic resource that together with other resources seek to attain organization’s competitive advantage. After getting the HR strategies right, the department can now pay more attention on conveying its capabilities strategically aiming at delivering the value proposition of employees, investors and brand of the organization. This approach involves suggestions of making strategic HRM successful. First, the approach recommends that the structure of the organization which implements strategic HR should be reflected in the structure of HR aligned with the strategies they are backing within the organization. The approach also recommends that through self-service of employees that is technology-based, organizations’ HR should formulateservice centers. Nankervis et al (2008), states that through the centers, management HR basic transactions and activities by employees such as applying for leave, learning and training and claiming of employee benefits. Lastly, an expert inhuman resource management should work professionally in carrying out their role with respect to provision of consistency in identity, face and culture of the organization and modeling platforms which implements agendas of the chief executive officer like social responsibility, diversification and product innovation. Decentralization of operational human resource activities to line managers is vital to human resource management to enable the HR expertise focus on adding organizational value through change management and strategic roles. As a result, devolution of HR activities to all level managers is attained (Sandy and Myrna, 2010). Human resource management is approved to be a major element that differentiates organizations which are successful from those that are not. Other aspects like finance and technology are attained later so as to develop a competitive advantage in the market or industry. Alignment of objectives in HR function with business policies is important. Employee advocate Employee advocacy and ensuring security to the welfare of employees are among the other functions that human resource unit plays within the organization and are considered as practices of guardian of ethics. Ulrich et al (2008) states that being an advocate for employees’ calls for caring for them, listening and responding to employee needs. This might include management of diversity, early retirement, creation of friendly and family policies and providing counseling sessions on alcohol for employees. The role of advocacy requires that an expert in human resource is involved who are expected to view the world according to how employees view it through listening to them, commiserate with them and understanding employee concerns. This constitutes standing in the gap and having a voice for employees. According to Mathis and Jackson (2012), evolution of HR involves employee unionization through advocacy. This includes improved work conditions, adequate and appropriate compensations, better treatment and institution of efficient management styles. Employees need to be ensured of job security, appropriate procedures for rewarding or compensation. Recognizing such employees and better treatment boosts their self-esteem and motivation. Management discussions held in the organization are meant to feature the voice of employees through principled and fair practices, employee assurance of competence in addressing their concerns and helping them acquire new resources efficiently. Such provisions enable employees to work diligently and improve their performance which ensures successful outcome of tasks. Improved performance include improved skills on setting priorities, elimination of work which does not add value, simplifying complex processes, share in economic gains and clarification of goals.Improved skills ensure competence among employees and therefore employees contribute fully through participation of organizational tasks delivering good quality job with increased commitments (Hartel et al, 2007). Implementation of employee advocacy also involves the role of establishing policies which are safe and healthy, setting favorable terms and conditions to govern work, discipline and application of such strategies through the general organization. In case of a mistake or an unacceptable conduct made in performance by any employee, the HR unit in partnership with line managers should intervene in an effective and appropriate manner to avoid hurting the employee or terminating them and at the same time correct such a mistake (Stone, 2010). Role of line managers and their accountability Human resource management function involves a major role of devolution where by the responsibilities of the human resource function is transferred to line managers. When this transfer occurs, it results to evolution of HR. line managers in the organization make up a vital part of the organization and its management. Human resource managers must develop or nurture the relationship amongst stakeholders so as to improve power and units of human resource. With respect to this, line managers become a very important aspect of for delivering efficiency and success in human resource management of the organization. HR managers need to earn the trust of line management group, their commitment and consider their recommendations or proposals presented for the benefit of the organization so as to realize effectiveness and efficiency in HRM policies and practices. According to Holbeche (2013), the willingness, self-confidence and preparedness of line managers play a major role in devolution of the HR responsibilities. The reluctance of HR professionals to transfer these responsibilities delay evolution of as a result of fear of losing control and consistency in HR procedures. The human resource function of the organization is involved with setting procedures for activities such as recruitment, performance appraisals, employee recognition and performance reviews. According to Conway and Monks (2008), it is also the responsibility of human resource expertise to advice line managers and organization staff. In order to achieve this, effective communication is essential between the line managers and experts in human resource especially with respect to current daily matters concerning human resources. It is also vital to create opportunities for these interactions and a chance to talk to people in the human resource function. Line managers have another role of competently executing their tasks competently so as to allow enable the organization to match the corporate strategy of the business with strategic objectives of human resource. According to McDermott (2013), the managers attain these through acquisition of appropriate skills that complement their HR responsibilities. Training process of line managers is continuous for an effective human resource unit which is devolved. However, line managers usually must have met certain qualifications with respect to appropriate management skills before they are assigned for the job. Effective implementation of HRM involves line managers assuming responsibilities of the human resource function including performance of soft human resource features like appraisal of employee performance, coaching and mentoring, compensation based on performance and rewarding of employees. These features are what ensure and improve employee satisfaction in anorganization (Ulrich et al, 2012). Line managers have a role in undertaking extra obligation to conduct recruitment procedures like interviews candidates for job positions in the organization other than offering human resource advice and guidance. They are also involved in development needs of the organization’s staff with the objective of supporting business aims and objectives. HR devolution in an organization becomes successful when the HR gives support and offers training to managers of all organization levels. However, the support and training must be coupled with improved effectiveness such that the line managers are made accountable of their human resource responsibilities. Therefore, employees as the main asset of all organizations must be improved for effective evolution. This enables the organization to develop a competitive advantage against its rivals (Darbi, 2012). Conclusion Devolution of the HR has led to evolution of HR when responsibilities in the HR unit are transferred such that, instead of having only HR managers entrusted with the responsibility of managing personnel of the organization, line managers are also being given an opportunity to get involved in managing the organization’s human resources. HR has been stressed as an increasingly major element in key strategic differentiation so as an organization can realize success. Strategic roles have also been stated to this effect including change agent, strategic partner, administrative expert and advocate for employees. Devolution to line management is therefore vital if strategic Human resource management is to be successful. This devolution involves transfer of responsibilities to line managers from HR managers which is a growing global trend. Implementation of devolution strategy ensures that strategic planning and activities are highly incorporated by HR front-runners. Works Cited John Bratton. (2011). Strategic human resource management. , Human Resource Management Journal. Retrieved from: http://www.palgrave.com/business/brattonandgold/docs/bgcha02.pdf Stone R. J. (2010). Managing human resources. (3rd ED). John Wiley sons. Milton, Queensland Hartel, C.E.J., Fujimoto, Y., Strysbosch, V. E and Fitzpatrick, K. (2007). Human resource management: Transforming theory into innovative practice. Frenchs Forest, NSW: Pearson. Nankervis, A., Compton, R. and Baird, M. (2008). Human resource management: strategies and processes. (6thed). Melbourne: Thomson. Ulrich, D., Younger, J., and Brockbank, W. 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