The Role and Priorities of the Human Resource Management Function: Perspectives of HR Professionals, Line Managers, and Senior Executives (original) (raw)
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International Journal for Multidisciplinary Research, 2023
HR systems can provide a long-term competitive advantage through permitting the growth of firmspecific abilities. Strategic management of human resources involves with establishing a connection amongst the general strategic objectives of the organization and the strategy for human resources and performance. In this study, an approach to surveys was used using an autonomous standardized questionnaires as a data collecting technique, which was communicated to (50) executives and gathered from (29) managers. The study found no significant differences in HRM effects based on work format. Years of expertise significantly influenced HRM dynamics and performance indicators, indicating its crucial role. Overall, expertise had a more substantial impact than work format on HRM-related outcomes. The current investigation makes significant enhancements to the reservoir of information at both the scientific and pragmatic stages, and it offers substantial suggestions that will improve HRM and SHRM management, which will enhance the overall success of the organization.
The paper focuses on the dialectically scoped concepts linked with the ideology of HR and its impact upon business success, strategic decision-making, and how well the function is able to add tangible value through its activities and interventions. HR’s capacity to understand business needs is addressed, alongside the function’s ability to improve the bottom line. The need to measure HR’s return on investment (ROI) is discussed in line with the effective performance management enforcement. Lastly, the potential role of HR as Strategic Business Partner is discussed. The study brings out more insight into the important aspects of the process of strategic human resource management with a view to explore a relationship of alliance between dialectically aligned concepts of business strategy and HR function.
Academia Letters, 2021
Environmental change, globalization, competition to provide products and services innovatively, changing customer expectations and investors intention have become the typical framework for organizations. To reach these aims effectively, the organization needs to improve their capabilities by reducing costs, increasing quality, and differentiation in all aspects. The organization must follow the different strategies (Corporate level, business level, and operational level) to reach the above objectives and follow the strategic business plan with a selected time frame. However, the organization must align the human resource strategies with overall organizational strategies. Typically, an organization competitive advantage could be generated from the organization human resource (April and Chun 2005). With the resource-based approach, if the organization is creating value for the sustainable competitive advantage, it is tough to imitate. However, traditional sources easy to imitate and the HR asset not easy to imitate. It is an invisible asset creating values. Karami, Analoui and Cusworth (2004) explained SHRM as defining how the organization's goals will be achieved through HR strategies and integrated HR policies and practices. Becker and Hulesid (2006) stated that the HR strategy differs from traditional HR management in two ways. 1) SHRM concentrates on the performance of the organization rather than employee (individual) performance. 2) it focuses on an HR management role as answers to business problems rather than individual HR management practices. Cascio and Boudreau (2014) stated that HR strategy matches and assists the strategic business plan's implementation. HR strategy mentions an organization's processes, decisions, and selections regarding how they manage their employees. Moreover, HR strategies are frequently formulated to align
Strategic human resources: a new source for competitive advantage in the global arena
The International Journal of Human Resource Management, 1998
As demands are made on organizations to expand their global markets, having an effective global human resources function becomes imperative. Based on interviews with global human resource executives in sixty of the largest. US-based multinational organizations, this study first identifies ten factors, or guiding principles, that facilitate such effectiveness. Using data from surveys of these HR executives as well as of managers of non-HR areas and the CEOs/business unit executives of these companies, the paper then analyses how the members of these various groups rated the effectiveness of the global HR function. The survey findings demonstrate that the global HR executives and the CEO/business unit executives rated the global HR function relatively high, while the executives in the other functional areas rated its effectiveness somewhat low. The relationship between the effectiveness of the global HR function and firm performance was also examined and revealed that three of the ten factors identified by the HR executives were related to bottom-line organizational performance measures. These findings suggest that, in successful organizations, global HR is perceived to be making a contribution and actually is making a contribution to the overall financial performance of the organization,
The HR people and their role in the contemporary business market
Christina Tsolaki, 2023
Human resource management professionals and their personnel are responsible towards the organization they serve; manage employee performance, motivate, and reward people, recruit and select the ideal candidates, train, develop as well as help people change attitudes in situations of organizational change and so on. For all these to be achieved the human resource personnel need to have the support of top management as well as the power to make decisions and take initiatives. This study's primary objective was to investigate the real role of the professionals within the human resource management department and to what extent they have power and are involved in decisionmaking for their employees. For this reason, a large, growing private organization from the financial sector was chosen to be investigated. A qualitative case study was performed, and an unstructured questionnaire was used to obtain in-depth qualitative data. The sample consisted of two participants. Findings showed that the specific HRM department is not allowed to make any decisions nor take initiatives for any matters regarding its employees; only top management is responsible for such changes. The researcher determined that the human resource management department and its personnel did not receive the value and respect it should and nowadays with all the challenges faced in the era of Industry 5.0 it is time to change the scope, mentality and perception towards the roles and jobs of the human resource profession and its people.
The Role of HR Managers: A Conceptual Framework
Asian Social Science, 2015
In the process of decentralization, the role of Human Resource (HR) Manager has changed from having overall responsibility for employees to having responsibility for the management of the organization. Despite the aforementioned fact, a gap in the knowledge can be detected in the field of systematic evaluations of the claims that it is linked to effectiveness and doubts. This review has determined influence of HR practices on the three basic patterns base on Resource based view. Further studies need to be established to study other important factors involved.
Strategic human resource management: corporate rhetoric and human reality
1999
If a global company is to function successfully, strategies at different levels need to interrelate. 1 Throughout the first half of our century and even into the early eighties, planningwith its inevitable companion, strategy-has always been a key word, the core, the near-ultimate weapon of 'good' and 'true' management. Yet, many firms, including Sony, Xerox, Texas Instruments, …have been remarkably successful… with minimal official, rational, and systematic planning. 2 Chapter outline Introduction p. 38 Strategic management p. 38 Hierarchy of strategy p. 42 Strategic human resource management p. 46 HRM and organizational performance p. 60 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework. 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management. 3. Explain the two models of strategic HRM, the matching model and the resourcebased model. 4. Comment on the various strategic HRM themes of re-engineering, workplace learning, trade unions and leadership. 5. Explain the methodological difficulties of measuring the link between HRM practices and organizational performance.
Strategic human resource management: where have we come from and where should we be going?
International Journal of Management Reviews, 2000
Strategic human resource management (SHRM) implies a concern with the ways in which HRM is critical to organizational effectiveness. This straightforward assertion is examined in theory and through research evidence to reveal high levels of complexity in relation to how, when and why the interconnection between HRM and organizational outcomes is achieved. The two dominant normative models of`best fit' and`best practice' are considered. The paper concludes that the HR strategies of firms are heavily shaped by contextual contingencies, including national, sectoral and organizational factors. However, such a conclusion does not invalidate all`best-practice' thinking. Although constrained in certain ways, underpinning principles of labour management still have relevance to practice as essential attributes of a firm's ability to compete in its chosen markets. The paper then considers the resource-based view (RBV) of the firm and asks whether this provides a better basis for the development of theory in SHRM and in understanding the contribution of HRM to the achievement of sustained competitive advantage. While limits to the utility of RBV in respect of SHRM theory are identified, important implications for research are signalled. Trends in the RBV literature are pushing all those interested in strategy towards studies of intellectual capital, learning processes and organizational adaptability. Researchers in HRM could, if they wished, play a central role in these developments because questions of how to attract, motivate and develop workers with critical and scarce abilities, and develop effective processes of work organization, must be fundamental to any model of knowledge-based competition. Greater progress will be made when organizations are studied in a much more interdisciplinary or systemic way.