Introduction
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The Human resource department is one of the most crucial departments within any institutions yet it is also one of the most mistrusted ones. The reason behind this statement is that the human resource team is not a direct profit making arm of the organization. It is not part of the production team (when viewed directly) and this is why other parts of the organization may undermine its importance. However, this view point could lead to an organization’s downfall if left unchecked because overwhelming evidence shows that most of the successful enterprises both within and without the country have effective HR managers and institutions. The essay shall explain the validity and applicability of this statement with respective to all companies.
Background
Human resource functions are slowly evolving in the workplace; gone are the days when organizational members only thought of their respective HR team when they were thinking of a pay rise or a promotion. These days human resource functions have changed and more people are incorporating human resource management into their strategic plans. However, there are still some traditional roles that human resource personnel have to perform within the organization.
Objectives of the research
The objective of the research is to look at ways in which organizations can utilize human resource management as a foundation for effectiveness. These will be analyzed under three hypotheses
In what ways has HR function evolved in successful organizations?
In what ways can HR embrace new roles?
In what ways can HR teams implement traditional roles in a progressive manner?
Literature review
Human resource personnel have five major functions which they need to conduct within any one organization. First of all, they perform the role of Staffing. In other words, they are responsible for ensuring that there all the positions within the organization have been filled. Usually, an audit of all positions is done at certain fixed times through a job analysis. Thereafter, the same department is responsible for hiring or recruiting new members. This requires employment of sound human resource management techniques as shall be discussed subsequently. Once those positions have been filled, the human resource department must employ sound human resource management techniques to retain those jobs otherwise, the organization would not be able to move forward. (Barr, 2006)
The HR team is assigned with the responsibility of motivating employees. Usually, this can be done through various HR management techniques depending on the organization’s choice. In certain instances, companies may opt to give their employees incentives. In other scenarios, they may choose to motivate their employees through promotions or other job related methods.
It is the duty of the human resource team to coordinate respective employee activities. They must ensure that every individual does their job well thus ensuring that they are contributing to the organization. In close relation to this function is the function of planning. The human resource team must employee sound HR management tactics to prepare human resource goals and objectives such that employees work towards a certain target. Lastly, the human resource department is also responsible for organizing the human resource function. They must ensure that employees work in ways that will maximize their output. When the human resource team implements all the following issues, then they are bound to improve their employee’s position within their competitive arena. (Thomas, 2006)
Findings and analysis
After an analysis of HR functions in successful organizations, it was found that there are a number of mechanisms that human resource departments use to create an effective workforce within their respective institutions. In current corporate environments, human resource tactics are used in redefining the role of HR functions within any one company. Effective organizations are those ones in which the human resource role is not regarded as a passive one. Usually, such institutions apply best practice strategies to steer their organizations in the right direction. (Derber, 2007)
In best practice models of HR, the human resource manager and his team, is regarded as a member that plays strategic roles. In other words, they become strategic partners. Such corporations usually include this human resource management technique in planning overall goals for the organization. They are also included in determining the kind of management structure to adopt. There is overwhelming research to support organizations that adopt less centralized structures within the institution. However, effective organizations are also cautious about giving their employees excessive autonomy at work. Usually, such companies employ mixed models with both centralized and decentralized systems as is the case in most organizations adopting best practice HR models.
It is also interesting to note the fact that successful organizations rely upon their human resource team to coordinate various human resource functions within the institution. Usually, these are regarded as small strategic units that have various members of the organization working under teams. Those members of the organization are then expected to answer to a human resource member. Usually, the person placed in charge of those strategic units is supposed to be very well versed with the business functions that are related in that area. After instituting such mechanisms, then organizations can be well on their way to ensuring that all their employees are working towards a certain strategic direction.
In close relation to the latter, is the fact that successful organizations who treat their human resource department as strategic partners tend to do things differently. While the latter strategic business units are placed under the human resource function, such situations usually require consultation rather than enforcing rules. When human resource management tactics are employed in such a manner, then organizations can be well on their way to becoming considerable forces within their competitive arena. Human resource partners usually work hand in hand with those respective personnel members to come up with workable solutions for the future. (Gray, 2005)
Successful organizations depend upon their human resource functions to develop sound employee relations within the organization. When the human resource functions is turned into a strategic one, then usually, the HR department becomes a centre for excellence. This is usually achieved through a number of avenues that include;
· Compensation
· Benefits
· Organizational development
· Job enrichment
Some of the practical ways in which human resource functions are made into strategic functions is through assessment of all the skill needs within a certain company. When HR personnel do this efficiently, then they can map out a method that will assist the company in establishing the most appropriate solution of carrying out their strategic mandates. Successful organizations realize that gaps within the core competencies of the company can be the source of weakness for the institutions and thus cause inefficiency. This issue is prevented through the human resource team.
Successful organizations are those ones who have managed to curve out the most appropriate method for carrying out organizational functions and this is only possible through the human resource department. Usually, this means carrying out some of the traditional roles expected of the HR team in a new way. Issues such as employee relations, hiring practices and safety at the workplace have been a prominent HR function. However, there is manner which HR can perform these functions so as to create an atmosphere for excellence within a company.
First of all, these successful companies usually ensure that hiring practices attract the best people for the job and that they incorporate aspects such as diversity. The world is becoming increasingly assorted. Consequently, human resource personnel are not just expected to look for the right employees, they are also expected to obtain the right mix of employees for their organizations. Normally, this is done by conducting an accurate job analysis, doing a comprehensive job advertisement and incorporating the right mix of job hiring techniques. It should be noted here, that one of the mechanisms that depict that the HR function has evolved is the employment of technology in recruitment practices. A number of companies now perform psycho analytic tests online before inviting job candidates for actual interviews within the organization. (Kuttner, 2000)
Another way in which the human resource is a foundation for excellence in various organizations is through employees relation policies. Normally, successful organizations have a way of merging their strategic direction with their employee policies. For instance, factors that constitute workplace harassment within the organization have been redefined. It is no longer a reserve for chauvinistic males who prey on their female counterparts. These days other unconventional groups can be harassed within the workplace and if left unchecked, this could impede organizational performance severely. Organizations that perform well are those ones that recognize this fact and deal with workplace harassment effectively.
Traditionally, the human resource department has been responsible for assessing employees and then considering them for promotions. It has been found that successful organizations are those ones that handle this task differently. Assessments as tools for considering which employees are liable for promotion can heighten performance when handled in a different manner. Usually, well performing organizations employ a consultative approach to this. After employees have been assessed; they are given information about how they performed i.e. such firms have sound feedback mechanisms. Thereafter, employees then engage in a consultative forum with the human resource department. Usually, the human resource manager or any other figure of authority given this mandate is expected to discuss an employee’s past record. This is then followed by analysis of the promotional opportunities within the company. Employees are supposed to give their take on whether they are suitable for those positions. By having a two-way discussion with employees on what is required of them for promotions, then organizations can promote transparency, job security and greater performance. Such methodologies are responsible for making a number of organizations successful. (Fried, 2005)
Human resource teams are also charged with the responsibility of ensuring that their employees are performing well in those respective positions. In the past, the human resource department has been creating their own performance appraisals and then imposing them on other members of the organizations. The overall result is that employees look for mechanisms for manipulating such systems since they are seen as foreign aspects. However, in successful organizations and in the new realm of HR, performance appraisals are supposed to be created by various top level employees or in collaboration with department heads. These ideas act as guidelines that are then taken by the human resource department and then built up into complete performance appraisals. By doing this, members of the organization will feel like they are part of the process. They will also be obliged to meet their part of the bargain and this creates a very successful organization. (Lindblom, 2001)
Conclusion
The essay has examined the evolving phases of HR functions within the workplace. It was found that successful organizations rely upon evolving HR functions to achieve competitive advantage. Such firms usually consider their human resource team as a strategic partner that assists in the process of goal mapping. Additionally, these organizations normally employ consultative approaches to a series of HR functions.
Besides the latter, there are a number of traditional HR functions that are conducted in a modern way. Usually, this is done by including other members in assessment procedures, promotional procedures etc. Employee-relation policies have also changed to incorporate different forms of workplace harassment and other policies.
References
Barr, N. (2006): Performances Management and the role of the enterprise; Seven Stories Press
Derber, C. (2007): Delegations for managers; St. Martin’s Press
Thomas, F. (2006): Performance management-how successful organizations are doing it; Wiley and Sons
Fried, B. (2005): Effective job recruitments; Harvard University
Gray, J. (2005): The responsive manager, Rout ledge
Kuttner, R. (2000): The evolution of HR: a look at HR as strategic partners; Polity Press
Lindblom, E. (2001): The role of human resources department; Yale University Press
