HR ROLES

Different Roles for HR Management Figure 1–5

HR Management Roles Administrative Role Employee Advocate Role Clerical and administrative support operations (e.g., payroll and benefits work) Employee Advocate Role “Champion” for employee concerns Employee crisis management Responding to employee complaints Operational Role Identification and implementation of HR programs and policies—EEO, hiring, training, and other activities that support the organization.

Strategic Role for HR HR becomes a strategic business partner by: Focusing on developing HR programs that enhance organizational performance . Involving HR in strategic planning at the onset. Participating in decision making on mergers, acquisitions, and downsizing. Redesigning organizations and work processes Accounting and documenting the financial results of HR activities.

Overview of HR Management Roles Figure 1–7

The Changing Nature of Work Employment Levels of unemployment Sectoral shift in employment Great female participation in labor market Shift to atypical work Agencies, sub-contracting and self-employment

The Individualization of work Working hours and patterns Work intensification and flexibility Loyalty and commitment The decline of trade union influence Strikes and conflict at work

Legal and Institutional Forces on HRM Individual rights Collective rights and obligations Government bodies Employer’s organization Vocational Education and Training

HRM-Savior or Irrelevance HRM makes the difference Performance Partnership Commitment HR on the Board HRM is a costly luxury Short term financial performance Low wages and low skills Not a management priority Meaning of HRM

The Meanings of HRM Fombrun vs Beer Soft vs Hard Strong vs Weak Particular style vs Area of study Hr function vs Hr as a management activity

The field of HRM Organisational context and institutional forms HRM, strategy and performance HR policies and practice The contested nature of HRM HRM across organisational boundaries