5HRF Assignment Example: Managing and Co-ordinating the Human Resources Function
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1.1Summarise the organizational objectives that the HR function is responsible for delivering and how these are evolving in contemporary organizations.
The HR function is an essential part of the organization and plays a huge role in the attainment of the overall goal. In making their contribution to the organizational goals, the HR function is considered a central pillar to many organizations. The human resource function is responsible for the many-core functions that culminate in the successful attainment of the organizational goals (McCracken & McIvor, 2013). The organizational objectives that the HR function has to deliver are pegged on five core broad categories: staffing, employee development, compensation, staff safety, and health, and employee and labor relations. In regard to staffing, the HR function is responsible for hiring full-time or part-time employees, recruiting contractors as well as terminating their contracts and employment (McCracken & McIvor, 2013). As part of the staffing objective, the HR function seeks to identify and seek the best talent to fill the gap in the firm. The process takes place in several steps to ensure that the best candidate is selected for the specific position. Staffing is concerned with the procurement of people and their subsequent placement in the organization for the achievement of the organizational goals (McCracken & McIvor, 2013). This continuous process is repetitive in nature since talent gaps arise often when employees leave the organization. The systematic process of staffing encompasses the recruitment, evaluation, and selection of qualified candidates for the job position in an organization the process encompasses the planning stage, recruitment, selection, and placement (John & Björkman, 2015). As part of the staffing requirement, the HR function is also required to maintain highly ethical practices in the firm. It also writes and specifies the employee contracts; negotiates for their salary as well as benefits.
The second objective of the HR function is employee development, which encompasses continuous improvement of the employees for them to discharge their role better for the attainment of the organizational goals (John & Björkman, 2015). After the onboarding of new employees, there is a need for the continued development of their skills and knowledge for them to disseminate their roles better. The HR function also provides compensation to the employees in order to motivate them in delivering toward the organizational objectives (John & Björkman, 2015).In light of this, they define and facilitate salary and benefits for the employees. The HR identifies the appropriate compensation method, based on the role of the worker and in adherence to the legal requirements. To achieve the best results that will help in the attainment of the organizational goals, it is essential to consider the safety and health of the workers (John & Björkman, 2015). In light of this, the HR functions in ensuring that there is complete compliance with the set legal requirements based on job safety. Some of the safety requirements cut across the provision of necessary protective equipment while at work.
1.2 Explain the major theories of effective change management and how these are implemented and evaluated.
There are many theories that explain change management and how such is implemented and evaluated. Three common change management theories include Lewin’s Three-Step Model 1945, Kotter’s Strategic Eight-Step Model (Kotter, 1996), and the Action Research Model 1945. Lewin’s model is based on three major steps in change management (Hayes, 2018). The three steps in change management are unfreezing, action, and freezing. According to Lewin’s model, for a chance to be effective, it has to encompass the three stages. Failure to follow the three steps will make the change to be short-lived.
The unfreezing stage entails bringing an understanding of why the change is necessary for the organization (Hayes, 2018). In this case, the organization through the management brings to the knowledge that change is needed for the attainment of the organizational goals. In the changing phase, the organization implements the change by launching the new system. This entails a step-to-step implementation of the change process. The third step is the refreezing stage which is characterized by solidifying the change and promoting the adoption of the new norm in the organization (Hayes, 2018). This is attained through providing training to the employees for them to adapt to the system. The Kottler model is an eight-step process of change management…
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1.3 Evaluate the business case for managing HR in a professional, ethical and just manner.
2.1 Explain the different ways in which HR objectives can be delivered in organizations.
2.2 Analyse how the HR function varies between organizations in different sectors and of different sizes.
3.1 Discuss the main criteria and methods used to evaluate the contribution of the HR function.
4.1 Identify and evaluate research evidence linking HR practices with positive organizational outcomes.
Ali, N., Kakakhel, S. J., Rahman, W., &Ahsan, A. (2014).Impact of human resource management practices on employees’ outcomes (Empirical Evidence from Public Sector Universities of Malakand Division, KPK, Pakistan). Life Science Journal, 11(4), 68-77.
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human Relations, 69(1), 33-60.
Ekuma, K., & Akobo, L. (2015). Human resource management ethics and professionals’ dilemmas: A review and research agenda. Human Resource Management Review, 5(3), 47-57.
Hayes, J. (2018). The theory and practice of change management. Hoboken: Palgrave.
John, S., & Björkman, I. (2015). In the eyes of the beholder: the HRM capabilities of the HR function as perceived by managers and professionals. Human Resource Management Journal, 25(4), 424-442.
Mamman, A., & Al Kulaiby, K. Z. (2014). Is Ulrich’s model useful in understanding HR practitioners’ roles in non-western developing countries? An exploratory investigation across private and public sector organizations in the Sultanate Kingdom of Oman. The International Journal of Human Resource Management, 25(20), 2811-2836.
Marescaux, E., De Winne, S., &Sels, L. (2013). HR practices and HRM outcomes: The role of basic need satisfaction. Personnel Review.
McCracken, M., & McIvor, R. (2013). Transforming the HR function through outsourced shared services: insights from the public sector. The International Journal of Human Resource Management, 24(8), 1685-1707.
Mishra, M., & Awasthi, A. (2018). Ethics of Care Versus Ethics of Justice: Ethical Dilemmas Faced by HR Managers. Journal of Management, Ethics, and Spirituality, 10(1), 53-59.
Morard, B., Stancu, A., & Jeannette, C. (2013).Time evolution analysis and forecast of key performance indicators in a balanced scorecard. Global Journal of Business Research, 7(2), 9-27.
Nankervis, A., Baird, M., Coffey, J., & Shields, J. (2019). Human resource management. NY: Cengage AU.
Quartey, S. H. (2013). Implications of HR outsourcing for HR practitioner’s work behaviors: Evidence from the mobile telecommunication industry in Ghana. International Business Research, 6(11), 178.
Sheehan, M. (2014). Human resource management and performance: Evidence from small and medium-sized firms. International Small Business Journal, 32(5), 545-570.
Thite, M. (2013). Ethics and human resource management and development in a global context: case study of an Indian multinational. Human Resource Development International, 16(1), 106-115.
Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62-78.
Vermeeren, B., Steijn, B., Tummers, L., Lankhaar, M., Poerstamper, R. J., & Van Beek, S. (2014). HRM and its effect on employee, organizational and financial outcomes in health care organizations. Human resources for health, 12(1), 35.
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