Research Articles Base: Value Of The Role Of HR Managers

Discuss the evidence, provided in this letter, which demonstrates the value of the role of HR managers

Management is an important component in the existence, survival and functioning of any organisation. Many organisations have been aware of the fact that their success is greatly dependent upon the quality and effectiveness of this dimension. As organisations grow in size and complexity, the requirement for an efficient and effective management multiply. Human resource (HR) managers are not an exemption. HR managers’ role is increasingly becoming important in terms of taking the initiative and engaging subordinates toward the achievement of certain goals and toward higher levels of expectations and achievements vital to the organisation’s subsistence (Armstrong, 2006).             Human resource management (HRM) had been a robust, ambiguous organisational concept or just had been a mere managerial ideology. HRM as a managerial theory from a strategic perspective has three central themes: the strategic business management of the human asset through an effective HR manager; b) the ‘whys’ and ‘hows’ of an effective HR manager; and c) an effective HR manager as an integrative key for a competitive advantage. To wit, HR managers themselves may either contribute and/or jeopardize the company’s growth if not handled effectively. According to Susan Heathfield (2000), whether generalists, specialists or executives, human resource professionals have overlapping responsibilities depending on the size and the industry the business belongs that contributes to the overall success of an organisation. For instance, HR generalists could either take the responsibility as HR managers or directors or the combination of the two in small organisations whereas in larger organisational structures, HR professionals have clearly defined and separated roles which require more responsibilities and authority. The weight of responsibility though lies in the hands of HR managers. Historically, HR managers are commonly perceived as systematizing and policy-making aspects of the executive management. HR managers functioned as personnel and administrative officers whose jobs mainly constitute as paperworks since they dealt with hiring, paying and negotiating benefits for organisational members. Nonetheless, the fast-paced organisational changes call for the reevaluation of the position of HR managers towards becoming proactive and process-oriented. The rationale behind is the growing need to split broad managerial functions into specific areas of responsibility (Heathfield, 2000). Today, the roles of HR managers transcend beyond mere paperworks which now include recruiting, hiring, training, organisational development, communication, performance management, coaching, policy recommendation, salary and benefits, teambuilding, employee relations and leadership. As such, competent HR managers’ roles are directly delineated to employee satisfaction, total quality management (TQM) and the company’s performance. Such premise is central to the idea that HR strategies are employee-centered, making it possible for HR managers to impact employee behaviour (Burke and Cooper, 2006, p. 44). HR managers have the responsibility to ensure that a formal and legal professional system is in place within the company as this affects not just the employees’ productivity but also the organisation’s performance as a whole. Simply, the business would likely to experience operational disorders and lack of management if the practices and implementation of HR programs such as recruitment procedures, pensions management and employment, for example, will be complicated and incompetent. In the presence of poor internal systems and workforce issues which are inevitable, HR managers and their roles must not be jeopardised and be sacrificed (Armstrong, 1999). An HR manager also served as an instrument for achieving corporate objectives and strategic plans through comprehensive, customised policies and procedures. In lieu with this, HR managers continuously contribute in shaping corporate culture while also encouraging a company-wide integration and cooperation (Armstrong, 1999). As Cunning (2004) puts it, a corporate culture can be a tool for employee retention, and that an HR manager’s role in coordinating corporate objectives in preserving the culture enables the business to meet its commitment to the staff as well as the customers (p. 41). HR managers facilitate functional flexibility, high-level participation processes and continuing open dialogue with the workforce through information sharing and defining expectations.  Apart from securing, guiding and developing employees with talents and desires aligned to the operational needs and future goals of the business, the HR managers are also responsible for employee management and building public relations (Armstrong, 1999). HR managers, along with other HR staff, develops systematic plan for creating a professional work team. Likewise, the HR force answers queries, settles employee needs and problems and also disputes and grievances in a professional manner. HRM managers also assist the business in building public trust and creating a steady referral system which harness collaboration and association with other businesses and the industry (Small Business Bible). The HR department, with the HR director or managers as leaders, ensures the employee engagement and maintains employees’ rights. Employee participation envisions decision-making as a provider of sense of ownership and belongingness as an undertaking which could provide employees the individual professional growth (Brockbank, 2005, p. 180). HR managers, in particular, uphold the rights of every employee by making certain the protection and development of official documentation, workplace ethics/code of conduct, employee handbooks, award/reward programs and community connections. Boones and Kurtz (2006) assert that these materials serve as proof of policies and regulations compliances and as orderly statements about the company (p. 168).    HR managers, like any other HR professional, maintain the right to initiate and recommend policy changes whenever necessary and for the good of all the stakeholders involve. HR has the power to update and develop internal policies whenever the necessity arises. Arguably, if HR mangers fail to formalize procedures and systems as employee population increase, employee-related problems will also increase. As an integral aspect of growth, control and indeterminacy is critical for HR managers (Marlow, Patton and Ram, 2004, p. 26). This points to yet another critical role of the HR managers which is to guarantee that core business strategies are strategically aligned with HR strategies important in ensuring and quantifying productivity. Total quality management (TQM) is a continuum that requires the application in integrating all function, processes and elements of the business despite the actual cost. The working principle is that quality suffers when dissatisfied customers grow, decline in loyal customers and increased in complaints as inputs and outputs are lessened, making quality correlational to productivity. What the HR managers are responsible of is to motivate the employees to enhance productivity ratio (Omachuno and Ross, 2004, pp. 193-194). HR managers function as developers of knowledge, entrepreneurial, intellectual and socio-emotional competencies of the employees. For Dave Ulrich (1997), there are three additional ‘value-added’ roles of HR managers: employee advocates, change champion and strategic business partners (p. 47). First, HR managers’ advocacy tasks purport to create and establish a work environment whereby people will choose to be motivated, contributing and happy. In fostering an effective method towards goal-setting, communication and empowerment through responsibility is to build the sense of ownership amongst the employees. Proficient and committed organizational culture and climate stems from a competent and committed workforce which is provided by equally competitive, committed and effective HR managers. Based on this, HR managers also provide for employee development opportunities and assistance apart from motivating the people (Ulrich, 1997)). Second, the knowledge and ability to execute successful change strategies within the organisation make HR managers exceptionally valued. Though the role as change champions can be considered as irrelevant to quality efforts compared to the quality work life (QWL) movement, the constant effort to assess effectiveness of HR functions justifies the need for agents of change whom are the managers. HR managers are expected to efficiently promote and identify organizational mission, vision, goals and objective as well as applying this on everyday activities. Through the delivery of sound HR practices via the HR manager as an emblem of change, employee dissatisfaction and resistance to change will be minimised. HR managers must serve to fulfill action plans, manage transformation and ensure capacity for change as well (Armstrong, 2006).    Business partnership between the organization and the HR managers are more facilitative and aims at developing self-sufficiency. Third centers the role of HR managers as strategic business partners. There are two advantages of this role for the organisation: the close integration of HR functions with the business though role definitions and the individualistic affirmation of roles. Notable is that such role is embedded on ideologies that hinder sound collaboration within the organisation. HR managers are also expected to develop strong working relationship with employees and customers, acquire knowledge of local business issues and consultation processes, and acquire ability to access strategic issues, clear role boundaries and to pull in expertise when required (Ulrich, 1997). Considering this, HR managers need to acquire knowledge, skills, abilities and personalities necessary to be competent in this field. Personal skills such as flexibility and adoptability as well as technical skills are much-needed which could be obtained through increasing their knowledge on HR policies and processes and ensuring legislative and company policy compliances. Influencing skills, people management skills and political skills are also important. HR managers are required to have broad knowledge of the company’s business, either internal or external, and must act on achieving a knowledge-centric culture. Provided that HR managers are also subject to ethical criticisms with which reputation is always on a juggle, HR managers are anticipated to behave and discover ways to increase their abilities in recognizing moral issues and developing their moral sensitivities. The value of effective HR managers is now being highly-recognized as an essential component of any organization. The reason behind this is the outcomes of effective HR managers that include increased workforce diversity, adaptability to changes, attuned, sound employee-employer relationship, total quality of work life (TQWL) and increased in employee involvement. Nevertheless, it is worth noting that the degree of efficacy of HR managers differs from organisation to organisation. Evidently, for HR managers to realise their full potential must be systematic and logical as this impacts the organization as a whole and influenced employee individually. Aside from being well-experienced and highly competent, HR managers should be credible and respected with an optimistic disposition in life (Armstrong, 2006). Effective HR managers are also regarded as an asset which provides a competitive advantage.  HR managers are perceived to be an effective instrument to achieve a corporate culture at par from other organizations. Competitive advantages through people are the determinants that distinguish an organization from its direct rival and provide positive economic benefits that are not readily duplicated. The capability of the HR manager to hone a high-commitment, a high-performance and high-involvement workforce transcends towards a competitive edge to boot. HR managers are capable of an organisation-wide transformation from operational to strategic, administrative to consultative, internally-focused to externally and customer-focused, reactive to proactive and activity-focused to solutions-focused (Armstrong, 1999).                         Credit:ivythesis.typepad.com

Discuss the evidence, provided in this letter, which demonstrates the value of the role of HR managers

Management is an important component in the existence, survival and functioning of any organisation. Many organisations...