¶ … globalizing corporate world, companies have come to the realization that the role of Human resource management is extremely critical. These companies have been busy recreating and expanding the functions and roles of the department of Human Resource Management. One method that has been extremely effective for human resource professionals to have a greater influence in the growth of the company has been to enhance value by assisting the executives align Human Resource strategies, procedures, and performances in line with the requirements of the business.
The role of the Human Resource professionals is becoming increasingly complex and multi-faced and the forecasts for the future are not all that simple as well. Lately, a great deal of academic research has focused on the impact of Human Resource Management on the company's performance and the significance it possesses in the success of any firm. The purpose of this paper is to evaluate the effectiveness of the role of the human resource management and the factors that have increased the importance of the role of Human Resource Management (Jill Conner and Dave Ulrich, 1996).
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James Walker and William Reif (1999) discuss the importance of Human Resource Management to a company and assert that companies have been redefining the role of human resource professionals in a way that puts them at the leadership position. They are doing this so that human resource leaders can have a direct influence in the success of the company and play a positive role in this dynamic marketplace. The role and function of the contemporary Human Resource leadership has been to concentrate on the alliance of a corporation's resources with its business strategy through making plans and execution of Human Resource procedures, being a worthwhile assistance of organizational transformation, functioning as an advisor to executives, and taking initiatives that tackle vital public-related business concerns.
Jill Conner and Dave Ulrich (1996) discuss the roles and responsibilities of human resource professionals in a company. The writers assert that the standards for classifying the role of human resource professionals has differed from a concentration on actions (what do human resource professionals actually do), to time (where do human resource professionals consume time), to descriptions (what characteristics do human resource professionals have) and to value generation (what added-value do human resource professionals generate).
The writers observe that there seems to be a variety of four different functions around what human resource professionals actually do -- namely encouragement, service, consultancy and leadership. The writers believe that majority of the human resource professionals use their time in carrying out tasks of encouragement and services in comparison to the tasks of consultancy and leadership. However, of late, due to the rising market complexities and the increasing competition, the writers assert that the corporations are making huge strides to stress the consultancy and leadership tasks for human resource professionals.
Jill and Dave further assert that connecting the human resource strategy with the corporate business strategy has turned out to be a fundamental function for human resource professionals in this dynamic environment. In order to achieve this, human resource professionals have been consuming a great deal of time in comprehensively understanding the corporate business strategy, the competitors, the technologies being used, and the potential and existing customers, so that they can assist their respective corporations in securing a competitive advantage utilizing human resource applications
Ulrich (1993) asserts that human resource professionals ought to be concentrating on adding value to the company by performing as collaborators with the executives. He writes, "HR professionals add value to a business when they use their expertise to link internal organization and management practices to external business requirements" (p. 2). Similarly, another study conducted by Towers Perrin (1992) also stressed upon this approach. "The companies that gain competitive advantage from existing or yet-to-be discovered initiatives will be those that successfully forge business partnerships between HR and line management to integrate HR capabilities with business needs" (p. 63). Schuler (1990) has the some opinion on this issue, he asserts, "The ideal organization has the HR manager jointly working with the line manager solving people-related business issues" (p. 51). It is ironic that these scholars pointed out these trends almost a decade ago and that the present direction and focus of human resource professionals has been more or less in the same direction.
Arthur Yeung and Wayne Brockbank (1994) discuss the reasons behind the rapid transformations of the role of human resource professionals. The writers assert that a number of important dynamics have made it necessary for corporations to comprehensively redefine and recreate their business strategies to gain and subsequently maintain a competitive...
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