Critical evaluation of the ways that HR function could play a more strategic role in the organisation BY YOU YOUR SCHOOL INFO HERE DATE HERE Critical evaluation of the ways that HR function could play a more strategic role in the organisation Introduction The human resources practitioner must be concerned with human capital development, developing motivational strategies to maximise performance in employee groups and generally secure a positive organisational culture that is focused on meeting performance expectations mandated by policy and procedure…
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By stepping away from subordinate-based practices and theories, the human resources manager develops practices that are geared for long-term success as it relates to the tactical side of objective fulfilment and long-run market orientation. The HR manager can take a more strategic role in the organisation by focusing on line management, executive leadership, new training development, and involvement in change management principles in an effort to expand their presence in the organisation as an HR leader. The strategy angle “The overall purpose of HRM is to ensure that the organisation is able to achieve success through people” (Armstrong 2006: 11). Success does not necessarily pertain to human capital needs and motivational practice development, it involves market orientation, market position of the business, operational efficiency, general staff productivity, and development of competitive strategies to gain cost and human capital advantages. Therefore, to become more strategically oriented, the HR manager needs to expand their organisational presence to include executive management involvement and line management education to achieve competitive success using people as resources. In most organisations, change is a constant scenario. New technology implementation or procedures that relate to attaining market profitability (as two examples) dictate a need for improving change leadership and gaining employee/management support. In a situation where the business requires new information technology, changes to how employees conduct their job roles is inevitable, usually on the back of workflow redesign or complete changes to job responsibility. Kappelman, McKeeman and Zhang (2009) identify that when IT projects are part of change management, failures occur due to weak team commitment, lack of senior executive support, or team members who lack the requisite skills and competencies needed to complete the project effectively. In most cases, large-scale implementation of new technologies consist of months if not years of labour investment and contribute significantly to cost reduction activities or improving process flow related to meeting customer demands. This is where the HR manager can take a more strategic role in the business in promoting change management principles to meet strategic goals. When change is required, management is described as “undeserving victims of irrational and dysfunctional responses of employees” (Ford, Ford and D’Amelio 2008: 362). The human resources manager can become more involved with the team functioning during the implementation phases of the new technology launch, promoting more effective interpersonal relationship development and team functioning. Weak team commitment may be stemming from employees, executives or mid-tier management due to the illogical and dysfunctional inherent psychology of the team members. By applying subordinate-based practices to higher-level individuals involved in project teams, the HR manager is promoting a more strategic angle that leads to more positive information technology and process improvement outcomes. Outside of technology scenarios, the HR manager can
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