Managing And Coordinating The Human Resources Function

Managing and Coordinating the Human Resources Function

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Executive Summary

The HR function plays a critical role in an organization. As such, it is critical for learners to gain

succinct knowledge on it so that they could gain managerial skills that they can apply when in

the real-world industry after school. In regard to this, this business report highlights critical

knowledge on learning leadership and management in an organization.

Some of the skills highlighted in this report include an understanding of the various

objectives that every HR function is expected to deliver, as well as the various models and

theories that are applied in instigating and implementing change in an organization. It also

further illustrates that HR functions are delivered in various ways, and these ways must always

be guided by professionalism, ethics, and justice. This knowledge was found to equip learners

with crucial leadership and management skills as they look forward to managing a business in

the near future.

The business report also enhances the understanding that HR functions vary from one

organization to another, and the contribution of the HR function can be evaluated. From this, it

shows that evaluation assists in identifying whether or not the HR function should be changed in

an organization. Basically, this module has been critical in teaching leadership and management

skills. The assignment was concluded by highlighting an example of a case where HR function

has led to positive results. This is important because it makes the HR function application appear

practical.

Managing and Coordinating the Human Resources Function

Introduction

The HR function is found in all organizations. It serves several function such as delivering some

organizational goals and objectives. As such, it is critical to study the roles that the HR function

plays, as well evaluating how it is implemented in an organization. This business report presents

a report on some of the roles played by the HR function in an organization. The report also

presents findings on the various theories that organizations apply in implementing change in

leadership and management.

Organisational Objectives delivered by the HR function and the need for Professionalism,

Ethics, and Justice

Findings of the business report show that the HR function is very crucial in every organization. It

plays various roles. Such objectives include that businesses rely on the HR function for

implementation include the following.

Recruitment: This is one of the organizational objectives that are delegated to the HR

function in an organization. The success of the HR department to deliver this objective was

found to be determined by the amount of time it takes to have the required, qualified number of

workers. Recruitment has evolved in the contemporary organization in that there are recruiters

who work in organizations while others work in houses (Boxall and Purcell, p. 14). This calls for

management of HR functions in a manner that is just, ethical, and professional. In the case of

recruiters in houses, they play a critical role in ensuring that the workforce of the employers is

developed. It is the role of the HR to advertise job vacancies, source the potential candidates,

screen applicants, conducting preliminary interviews, as well as outlining the necessary skills

that managers need to identify as they make the final selection and hiring of candidates.

Safety: Security is also a critical organizational objective in all organizations. It was

found that all organizations aim at ensuring that there are minimal cases of accidents in the

workplace (Chen and Huang, p. 101). That is in compliance with the Occupational Safety and

Health Act of 1970 that outlines security as one of the most critical factors in an organization.

Most of the organizations delegated this objective to their HR function. As such the HR

department is tasked with ensuring that the working environment for the workers is safe (Chen

and Huang, p. 101). Contemporary revolution in organizational management also requires

businesses to ensure that there is safety training at the workplace and maintain logs that are

mandated federally for the purpose of reporting fatality and injuries at the workplace. This duty

is also delegated to the HR function. In return, the HR department observes ethics,

professionalism, and justice in outlining and executing this function. That is because there is a

close coordination between HR specialist benefits and safety and risk specialists when

implementing this objective and managing the compensation issues of employees in the

company.

Employee Relations: Employee relations are handled by the HR function in an

organization. In cases where the work environment is unionized, one specialist was mandated to

handle both labor and employee relations (Jiang, Lepak, Hu, and Baer, p. 1267). However, the

contemporary revolutions in the HR function require two different specialists to handle the two

HR objectives depending on the level of expertise that they have in the required field.

The HR function delivered this objective by ensuring that the employer-employee

relationship was strengthened. Such strengthening was achieved through employee engagement,

measurement of the level of job satisfaction, and peaceful resolution of conflicts at the workplace

(Jiang, Lepak, Hu, and Baer, p. 1267). This was achieved when the HR function was carried out

in a manner that is just, ethical, and professional. That enabled it to develop management

response aiming at enhancing the performance of the business campaigns, negotiation of the

collective bargaining agreements, as well as professional and just interpretation of contract issues

pertaining the labor union.

Compensation and Benefits: The HR function was also entrusted with delivering the

organizational objective of compensation and benefits. Just like the case of employee and labor

relations, this function was also be handled by an individual specialist if they prove their

credibility and expertise (Kuvaas 2008, p. 21). Some of the roles of the HR regarding

compensation include setting the structures of compensation as well as evaluation of competitive

pay practices. The specialist was also expected to approach insurers and negotiate the rates of

health coverage as well coordinating activities with the administrator in charge of retirement

savings fund.

Contemporary revolution in organizational management has led to the inclusion of

payroll as one of the components that are included in compensation and benefits. As such,

demands of professionalism, justice and ethical considerations have intensified so as to ensure

that the HR function delivers this organizational objective. However, there have also been

several cases where such administrative functions are outsourced by the employers as payroll.

Compliance: Contemporary revolution in organizations has made compliance with the

laws regarding labor and employment one of the critical requirements in organizations (Choi and

Ruona, 2010, p. 15). In return, this objective is required to be delivered by the HR function. It is

also critical for the HR department to observe professionalism, ethics, and justice when

delivering this objective. That enabled it to reduce cases of complaints in the workplace

regarding unfair employment policies and practices, working conditions that are unsafe for the

workers, as well as lack of job satisfaction for the employees (Choi and Ruona, 2010, p. 15).

Such unfavorable conditions could prove costly to an organization as they could diminish the

productivity and efficiency of employees, lowering the performance, productivity, and

profitability of a business.

The HR staff should be knowledgeable in matters of the state and federal laws that

govern employment. Such include the National Labor Relations Act, Title VII of the Civil Rights

Act, and the Fair Labor Standards Act (Perea 2011, p. 95), among others that regulate and

control the activity of the HR function in its pursuit of delivering the organizational objective of

compliance. Additionally, they should learn and adhere to all other rules and regulations on

employment and compliance to the law.

Training and Development: Training and development are critical in any organization.

Their primary aim is to ensure that the skills and knowledge possessed by employees are

refreshed from time to time (Turner, Huemann, and Keegan, 2008, p. 581). That promoted

consistency in terms of the services and efficiency of offering services to consumers. Such

training and development programs are also crucial when an organization in on transition from

one culture to another. They equipped employees with the tools and skills that they require for

such a function.

One unfortunate bit about such programs on training and development is that they are too

expensive for some employees to afford. As such, contemporary revolution such as increase in

competition levels has led to many HR departments funding and offering these services (Turner,

Huemann, and Keegan, 2008, p. 581). Managers and supervisors who have just been promoted

are enrolled in these programs so that their knowledge and skills in certain issues as performance

management and the best manner of establishing and retaining excellent employee relations.

Professionalism, ethics, and justice are highly required in this case so as to ensure that all

programs are run successfully and that the beneficiaries are taught what pertains their

organizational duties.

It is also worth noting that there were several ways that are used in delivering

organizational objectives. The following section highlights two of these approaches that the HR

function used in implementing organizational goals and objectives.

Two different ways HR objectives can be delivered in organisations

The primary role of any management in an organization is to ensure that the business is steered

towards the achievement of its objectives and goals. The reason as to why these organizational

objectives were set is to ensure that the broader goals of an organization are met. Most of the

organizational management maintained effective communication with the employees so that they

could align their duties and roles in achieving organizational objectives.

There are various ways of achieving HR objectives and ensuring that they are delivered

in an organization as required. Two of these ways that were used in these organizations include

the following.

Senior Managers: Senior managers have crucial contribution in the realization and

delivery of organizational goals through the HR function. In such cases, senior managers were

engaged in pursuing the organizational goals (Ulrich 2013, p. 25). The HR function split the

available objectives among senior managers based on the product or service, or using the

criterion of department or function. After all managers were assigned their particular objectives

to deliver, they engaged in developing budgeting and operational plans that aimed at ensuring

that they identify all the tasks that they were expected to acquire. Some of the activities included

in this task were creation of teams and assigning duties to them, as well as to individuals. The

team leaders and individuals are answerable to the senior managers, whereas the senior manager

is answerable to the HR managers and ensures that they achieve the goals and objectives that

were set for them. As such, involvement of senior managers and assigning objectives to them is

one of the best ways used by HR functions to deliver organizational goals.

Individuals: Individuals were also occasionally involved in the realization and delivery

of organizational goals and objectives by HR functions in a business. This was achieved by

aligning the objectives of all individuals with the goals that were to be achieved in the

organizations (Ulrich 2013, p. 30). This concept as employed by HR functions has become

popular as management by individual objective. This management practice involved ensuring

that the focus on the needs of customers is kept continuous and constant. Additionally, the HR

function within the organizations charged all individuals with the duty of ensuring that this

practice was executed.

The HR function also conducted sessions that aimed at reviewing the performance of all

individuals and evaluating their contributions to the realization of organizational goals. The HR

management also assigned new objectives to employees and updated their existing ones. In this

process, the broader objectives of the business were aligned with the individual goals. As such,

the HR function succeeded in delivering organizational objectives using engagement of

individuals as the tool.

How the HR function varies between organisations in different sectors and of different

sizes

The HR function varied from one organization to another. This variation was caused by several

factors. One such factor is the nature of the sector in which the HR function is operating

(Beltrán-Martín, Roca-Puig, Escrig-Tena, and Bou-Llusar 2008, p. 1010). In this category, HR

functions were classified as voluntary, private, or public. Voluntary HR functions were found in

non-profitable organizations where employees volunteer to offer their services without a fixed

salary. Such were found in organizations such as child welfare voluntary services.

The nature of industry in which the organization operates also affects HR practices

(Mellewigt, Madhok, and Weibel, 2007, p. 840). Some examples of industries include retail,

services, and manufacturing industry. In this case, the objectives that the HR function is expected

to deliver on organizational goals and objectives vary. Consequently, the methods and means of

ensuring the success of the HR function differ from one type of industry to another.

Locality also affects the HR function and practices that are evident in an organization.

HR functions may thus be classified as local, national, or international (Mellewigt, Madhok, and

Weibel, 2007, p. 840). The organizational objectives that are to be delivered by the HR function

in any of the above HR levels differ. For instance, the HR function at an international level is

expected to deliver objectives that successfully enhance the competitive position of an

organization at the international level. As such, the methods applied in the pursuit of these

organizational goals and objectives also vary.

Organizational change in leadership and management was achieved through the

application of various theories of change. Some of these theories are highlighted in the section

below.

Major theories of change management

There are various theories of change management that were applicable in a number of

organizational practices. These theories are expressed in terms of models that were designed by

various researchers. Some of such are discussed in this section as follows.

Lewin’s Change Management Model

It is among the most critical models of change that have emerged popular when

understanding structured and organizational change. The model was developed by Kurt Lewin

back in the 1950s and has retained its relevance in studies on management up to date (Carter

2008, p. 20). As a social scientist and physicist, Lewin used the idea of a block of ice in

explaining organizational change. He used the various states that a block of ice follows as it

changes. As such, he created three primary stages in his model. These are unfreeze, change and

refreeze (Carter 2008, p. 20), as discussed below.

Unfreeze: According to the model, this is the first stage and it is involved in the

preparation for change (Hughes 2007, p. 40). As such, organizations must embrace for change

during this stage. They also need to understand that change is required if organizational goals are

to be achieved. The ideality of this stage is that change faces resistance from a high number of

people across the world. As such, the stage aims at breaking this existing status quo.

Management in an organization can apply this stage in explaining to the employees the necessity

of changing the existing mechanisms of operation and how the desired change is capable of

benefiting the employees and the business. As such, the management should examine the core of

the business.

Change: This is arguably the stage where the real change or transition starts (Adams and

McNicholas 2007, p. 387). Lewin advises that this stage may take time before it is fully

integrated into an organization since new happenings, changes, and developments tend to face a

slow embrace from people. This stage also requires the existence of reassurance and good

management that is capable of steering the concepts forward and in the right direction.

Additionally, such a management serves in ensuring that the individuals and staff involved in the

process find it easy. Time and communication thus emerge critical to the success of this second

stage of Lewin Model.

Refreeze: This is the final stage of the model of change in management in an

organization. It takes place once people have accepted, implemented, and embraced change,

leading to regain of stability and momentum by the company (Brisson-Banks 2010, p. 242). This

explains the logic behind the naming of the stage as freeze. Components and concepts such as

management processes and the staff begin freezing as things start freezing back to their normal

routine and pace. This stage is only successful once people ensure that changes are made even

after the target objective has been achieved. It also gives employees confidence and comfort due

to the success of the changes that have already been acquired.

McKinsey 7 S Model

McKinsey 7-S framework is regarded one of the most successful and oldest models of

changes. The development of the framework is attributed to workers who were employees at the

McKinsey & Company that operated in the 1980s (Kaplan 2005, p. 41-46). The model is made

of seven steps (Kaplan 2005, p. 41-46) that are applicable in the management of change in an

organization.

Stages

Strategy: This refers to the plan that the management creates to use in overcoming

competition and reaching organizational goals. It is usually the first step, and involves the

development of future procedure or plan that shows a step-by-step approach in managing change.

Structure: This is organizational structure of the organization in which change is to be

administered. It shows the structure and departmental divisions of the organization.

Systems: This shows the manner in which the daily activities in an organization are

implemented. That is critical because it enables planners to understand the various available

means that they can use in getting their tasks done.

Shared values: These refer to the core values used in determining the functionality of an

organization. Every business is guided by a set of shared, also known as core, values. They are

worth evaluating before change is implemented.

Style: This refers to the manner or methods that are used in the implementation or

adoption of changes and leadership in an organization.

Staff: These are the organizational employees or workforce that possesses the right

capabilities in working towards the achievement and implementation of change in an

organization. Any organization willing to implement change must ensure that it has the right

skilled and experienced staff that is capable of steering the desired change or leadership.

Skills: For any change to be executed and successfully implemented in an organization,

the existing staff must have capabilities to ensure that it is successful. Such skills and

competencies are what are referred to as skills.

How McKinsey 7 S Model can be used and evaluated

McKinsey 7 S Model can be used in a number of ways in instigating change in an organization.

One of its uses is offering methods and ways that the management can use in understanding an

organization (Kaplan 2005, p. 41-46). Such an understanding enables the management to get a

deep insight of the functionality of the components of an organization. As such, a management

and change plan can be easy to draft for the organization.

The model is also used establishing the practical and emotional components that are

involved in change (Kaplan 2005, p. 41-46). As such, this knowledge is crucial as it helps

employees to experience a smooth transition and change of management. In regard to this, the

model can also be used in offering a directional factor so as to guide organizational change.

Evaluation

The efficiency and effectiveness of the application of this model can be evaluated by evaluating

the performance indicators. Such include evaluating the level of success of achieving the

objectives of an organization. If the objectives aimed at during the initiation of the change have

been achieved, then the application of the model of change and leadership can be declared

successful. Otherwise it is considered unsuccessful and the application could as well be deemed

null.

Criteria and Methods Used in Evaluation of the HR function’s contribution

One of the tasks of the CEO of an organization is evaluating how the HR function contributes to

the success of the organization. There are various criteria and methods that are used in this type

of evaluation. If I were the CEO of a particular organization, I would use the criterion of

evaluating the success of the HR based on the achievement of the objectives that it should deliver

to the organization. This criterion and methods are discussed as follows.

Strategy: The HR function is mandated to ensure that the organizational strategy is

achieved. As such, I would evaluate its contribution in ensuring that the strategy has been

implemented. If there is no significant contribution, the HR function should be reviewed and re-

evaluated.

Compensation: The HR function should ensure that there is proper compensation for the

employees. However, the compensation should not make the organization lose profits. As such,

one of the ways of evaluating the HR function is by evaluating the trends of profit margins and

level of employee satisfaction. High levels of both would indicate success of the HR function. If

such levels are low, change could be required to ensure efficiency.

Benefits: The HR function also serves the function of ensuring that there are proper

benefits for the employees. This could also be used in evaluating the HR function. I would do

this by evaluating the retirement and work befits of employees by comparing them to their

qualifications, experience, volume and efficiency of work, and well as their earning. I would

expect ethics, professionalism, and justice in compensating employees and according them due

benefits.

Safety: It is also the duty of the HR function to ensure that there is adequate safety for

the employees in the working environment. As such, I would also use this component as one way

of evaluating the HR function. The number of recent injury cases and graphs of trends would be

used. It should be low and show a decrease in the rate of injuries. Additionally, I would also

evaluate the safety mechanisms in place in the event of accidents. For instance, I would evaluate

the position of fire extinguishers and emergency exists. I would also evaluate the ventilation in

the workshops. These should be in their mint condition if the HR function is to be considered of

great assistance to the organization.

Training and Development: there should be training and development programs

sponsored by the HR function, such would be beneficial to the organization as they seek to

enhance employee performance and skills.

Employee Satisfaction: Another significant role of the HR function is ensuring that

employees are satisfied. I would use questionnaires to establish the satisfaction levels of

employees in the organization. That would also establish an evaluation of the contribution of the

HR function in the business.

Recruitment and Selection: The HR function conducts recruitment and selection. This

should be done professionally and with justice. As such, employees should be able to perform

duties effectively. I would evaluate the contribution of the HR function in this by scrutinizing the

skills and qualifications of employees that landed them the jobs.

Compliance: The HR function should also ensure that the operations of the organization

are in compliance with the state and federal law. I would evaluate how the HR function

contributes to this by analysing the laws and regulations of the operations to establish whether or

not they are in compliance with state and federal laws.

Research evidence linking HR Practices with Positive Organisational Outcomes

Various studies have been conducted linking HR practices with positive organizational

outcomes. Such an example is the ‘Workforce localization in emerging Gulf economies: the

need to fine

‐

tune HRM’ (Forstenlechner 2009, p. 135-152) article that was published by Ingo

Forstenlechner in 2010. The study conducted aimed at identifying the roles played by HR

practices in enhancing performance of economies in the Gulf. It aimed at illustrating that HR

practices could be applied in various functions such as recruitment and retention.

Forstenlechner interviewed various HR managers in his study as the data collection

method. He approached both the private and public sector. The findings showed that HR

practices played a critical role in fostering localization in the Gulf economies (Forstenlechner

2009, p. 135-152). Organizations that utilized HR practices performed better that those that did

not.

Based on this and other studies, I am convinced that the proper use of HR practices is one

of the ways that organizational performance can be improved. This further highlights the

importance of the HR function in an organization. Additionally, high-performance working and

investment in human capital can impact on organisational practice by improving the performance

of the HR function and enhancing realization of organizational goals. It would improve the

efficiency of the HR function in the organization.

Conclusion

This business report identifies the various roles that the HR function plays in various

organizations. The findings show that all organizations considered in the study value the

contributions of the HR. Additionally, it was also shown that evaluation of HR is conducted from

time to time. It was also noted that the HR functions differed from one organization to another.

The criteria used to classify each was identified.

Reference List

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