This website uses cookies to ensure you have the best experience. Learn more

Human Resource Management Vs Organisational Change

5213 words - 21 pages

1.0 IntroductionThis literature review aims to aid our understanding of the correlation between human resource management (HRM) and organisational change (OC). We look into four key areas such as: integrating HRM and OC; theories of strategic HRM; HRM's supportive vs. strategic role - should HR professionals maintain its traditional supportive role or adopt strategic roles; and lastly, how HR professionals manage resistance to change.We identified that HRM's focus is on managing people within the employer-employee relationship. It involves the productive use of people in achieving the organisation's strategic business objectives and satisfying employee needs. HRM needs to be more then just a ...view middle of the document...

Strategic HRM focuses on the linking of all HR activities with the organisation's strategic objectives (Stone, 2005). In Jacobs, Johnson and McKeown's (2007) article: HR is required to act as both a stabilizer and champion in the midst of storms of change. The rest of the organisation looks to HR to provide needed structures, processes and approaches to support change. Also to see that change efforts deliver long-term results.Stone (2005) and Heathfield (2007) both mentioned that the HR professional's role must parallel the needs of his changing organisation; these roles include strategic partner, employee advocate, change champion and administrative expert. HR professionals must fully develop themselves as whole leaders, owning both internal knowledge such as mission, values and strategies as well as explore vast knowledge outside their current sphere of responsibility, in order to effectively manage cross-organisational initiatives (Losey, 2004).2.0 Literature Review - Critical Issues2.1 The integration between Human Resource Management (HRM) andOrganisation Change (OC)HRM is not purely coordinating an organisation's human resources; it plays a role to intentionally incorporate the interest of an organisation and its employees (Stone, 2005). When an organisation is expecting to transform, the alignment between organisation's strategies and HRM's policies and strategies plays a critical part. With that integration, HR functions can support and facilitate the achieving of organisation's strategic goals. In addition, Guest's approach demonstrates such integration is able to achieve superior individual and organisation performance (Graetz, Rimmer, Lawrence and Smith, 2006).However, in many situations, HRM is not recognised to be part of a strategic role for organisation transformation. Due to the fact that HR activities are not viewed as value adding to organisations and both internal and external customers (Touche cited in Stone, 2005), and HRM is often neglected in organisational change. This could be because HRM held administrative roles in the Personnel Management (PM) era (Hallier, 1993). With such, many companies outsource components of their HR activities (Stone, 2005).Conversely, when organisations are going through transformation, there will be a change in strategies and this requires the coordination of HRM functions (Cornelius, 2001).Therefore, HR's responsibility is to get involved in developing and implementing organisational change, and act as a function between organisation's human capital and strategic direction (HRfocus, 2003). With that, HRM's policy, systems and practices can be exploited to facilitate change. This reinforces and illustrates the influential force of HRM.Consistent with this, it is shown that with specific HRM's policies and practices aligned with organisation strategies, desired organisational change can be realised (Graetz, Rimmer, Lawrence and Smith, 2006). Different notions of such functions have emerged....

Other Essays On Human Resource Management VS Organisational Change

Information Technology: An Important And Successful Tool In Business Process Management Pro Gramme

2322 words - 10 pages individual excellence and perhaps high levels of individual performance than they are of a systems-oriented focus on quality. Regardless of an organization's decision--to abandon individual performance appraisal, or to modify the system to gain a better fit with the emphasis on quality--the organization will need to make significant changes. The human resource management department should lead this change process. (Zairi, 2002)Feedback about quality and

Resistance To New Technology Essay

3955 words - 16 pages weaknesses, and their implications for managerial action, we got the opportunity to practically apply these perspectives to diagnose Foxtel and its challenges.References1. Briggs & Nunamaker 1996, in 'Five strategies for improving group effectiveness ', strategic change, 9, pp103-104. 104.2. Barny 1991& Lundy 1994, in ' Linking Individual performance to Business strategy: The people process Model ', Human Resource Management , spring, vol 38

Compensation And Benefits Plan Executive Summary 431

744 words - 3 pages above will increase retention, and meet the expectations of the CEO's at SMC.Reference:Smith, L. J. (2004). Vestibule training for today's needs. In (A. E. Dodd & J.O.) University of Phoenix (ED) (2004) Bennett-Alexander-Hartman, Noe Hollenbeck Gerhert-Wright: Fundamentals of Human, Managing Human Fourth Edition [University of Phoenix Custom Edition e-text] The McGraw- Hills Companies. Retrieved April 29, 2005, from University Of Phoenix Resource, Human Resources Management/MGT 431 Site:

Management, People & Organizations

4215 words - 17 pages a job. This is a shift from the traditional 'personal management' to a human resource management approach.Organisation and management strategy - to be flexibleFlexibility is central to most of the new models of organisation structure suggested by modern management theorists. Most of these theories suggest that organisations need to break up their bureaucratic nature and disintegrate into smaller, autonomous units. Handy and Kanter are two of such

How 5 Star Properties Can Achieve Consistency In Quality Service?

3408 words - 14 pages . Iacobucci (Eds.), Handbook of service marketing & management. Thousand Oaks, CA: Sage.Bitner, M.J., Brown, S.W., Meuter, M.L. (2000), "Technology infusion in service encounters", Journal of the Academy of Marketing Science, Vol. 28 No.1, pp.138-49.Hope, C.A., & Muhlemann, A.P., (1998). Total quality, human resource management and tourism.Mullins J.L (2005). Management And Organisational Behaviour,7th ed. Prentice Hall. Great BritanRey

Discuss In Detail The Role Of Internal Auditing, Types Of Internal Auditing And How Internal Audits Add Value To An Organisation

3955 words - 16 pages systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes." (IIA, 1999) .This definition recognises that providing assurance services to management is broader than the more traditional concept of appraisal and that today's internal auditors often contribute to better management by providing an internal consulting resource. They also add value by promoting a wide scope for

Organisational Culture, How It Develops And How It Is Effected By External And Internal Forces

4670 words - 19 pages organisational culture is crucial. The decision of which one is an impossibility. The phrase 'Horses for courses' springs to mind.In brief, organisational culture:*Is influenced most by top management*May help or hurt in implementing change*Becomes fixed and difficult to change*May be a source of sustained competitive advantage or weaknessIf "Information is the lifeblood of any organisation" Christou (22) then the communications systems in place could be

Human Resources Management

970 words - 4 pages Humans are an organization's greatest assets. With out employees' daily business would grind to a halt. The job of human resources managers is to maximize organizational change, human potential, personal capabilities, time and talents. Human resources management (HRM) is the policies practice, and systems that influences employees' behavior, attitudes, and performances. Personal employed in the human resources departments of major companies have

Managing Operations Change

2592 words - 11 pages Grid Organisational development model is based on the Blake Moulton managerial approach. It focuses on two key outcomes; Cocern for people and task or outcome. This change model follows six important steps: Training: Managers are trained to asses their own management styles. Communication and problem solving skills are included in this comprehensive training program.Team Development: Managers Develop appropriate teams able to embrace the change

Report On Conditions Under Which Organizations Should Consider Changing Their Existing Structures And The Benefits Which May Be Excepted Structure

2522 words - 11 pages director's desire to improve the structure, rationalization of positions and the need for better or quicker communications.l Director's desire to improve the structureHere we must introduce another important concept in management literature- organisational effectiveness. According to recent views, organizational effectiveness could be interpreted by two different approaches- that is so called "system-resource approach and the stakeholder

Organizationl Structure

2497 words - 10 pages human resource departments suffer greatly from official disorder, and the lack of management in concerning office activities.The organizational environment is the second factor considered when designing an organizational structure (Lysonski, Levase, & Lavenka, 1995). This link between structure and environment has been noted by both the Contingency and Systems theory (Punnoose, 2007). Increased globalization has made this factor even more

Similar Papers

Exploring The Impact Of Human Resource Management On Employees: System, Configuration And Practice Effects

2013 words - 9 pages EXPLORING THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON EMPLOYEES: SYSTEM, CONFIGURATION AND PRACTICE EFFECTS Juan Carlos Bou1, Kim Hoque2 and Nicolas Bacon3 1 Universitat Jaume I 2 Birkbeck, University of London 3 University of Nottingham 1. Introduction Many recent studies have explored the relationship between human resource management practices and organisational performance. Most of these studies suggest that a bundle of complimentary

Strategic Management Paper Discribe Human Resource Management's Role As A Strategic Partner

1272 words - 6 pages organizations decide to merge (Pomeranz, 2009). Human Resources (HR) planning is usually seen as an important part of the strategic plan when health care facilities make the move to merge or restructure. The functions of the HR management team as a strategic partner is to help in the plan and implementation of policies. Organizations that merge will face many challenges with maintaining regulatory and accreditation requirements (University of Phoenix

'there Is A General Reluctance To Examine Ways In Which Hrm Can Be Integrated With And Contribute To The Overall Direction Of An Organisation.'critically Discuss

1994 words - 8 pages the basis for managed organisational change.ConclusionIn conclusion, in order to gain a competitive advantage, it is fundamental that the Human Resource Management function is a key player in the formation of business strategies for an organisation. Without the link between business strategy and HRM, the HR function simply becomes a "Personnel" Department and looks after only the transactional activities. It is apparent that performance culture

Comment On Hrm Definitions Essay

773 words - 4 pages MBA -ICBT Campus-Sikkim Manipal University IndiaComment on HRM definitions.HRM Assignment 02Dinavi Wanniarachchi4/5/2009MBA -ICBT Campus-Sikkim Manipal University India | Human Resource Management2a. “HRM is a function performed in organisations that facilitates the most effective use ofpeople (employees) to achieve organisation’s and individual goals”Ivancevich and Glucckb. “Human capital management is philosophy considers