Changing Role Of HRM

Hiller et. al (1993) comments that: "The greatest single reward that any manager can receive is to have his or her subordinates say that they are better workers because of the manager's leadership. Such an attitude builds morale and loyalty, and these will accomplish the impossible".

Who then is responsible for Managing People? Everybody in the organisation.

Expectations of the HR role Karen Legge 1978 Conformist innovator Deviant innovator Problem solver Tyson & Fell 1986 Clerk of the works Contracts manager Architect Storey 1992 Handmaiden Regulator Adviser Change maker

Expectations of the HR role Wilkinson & MArchington 1994 Facilitator Internal contractor Hidden persuader Change agent Ulrich 1998 Administrative expert Employee champion Business partner

There is ‘good reason for HR’s struggling reputation. HR’s reputation There is ‘good reason for HR’s struggling reputation. It is often ineffective, incompetent, and costly and in a phrase, it is value depleting.

Operational & day to day Ulrichs’ model To overcome this reputation, he argues that HR must adopt these four roles; FOCUS Strategic & forward looking STRATEGIC PARTNER CHANGE AGENT ACTIVITIES Management of process Management of people ADMINISTRATIVE EXPERT EMPLOYEE CHAMPION Operational & day to day

Ulrich’s model Business partner: Partner in strategy execution and ensuring that it is developed and put into effect Administrative expert: Expertise in organisation of work and deliver administrative efficiency Employee champion: Voice of employee representation and work in improving their contribution Change agent: agent of continuous transformation, shaping processes and culture to improve the organisational capacity for change.

Outsourcing HR function Most widespread areas of HR work undertaken by consultants Training and Management Development Recruitment, Selection, and Outplacement

4 reasons why employers turn to external consultants Consultants provide expertise on time that is not available internally Provide independent views and opinion (theoretically) free from internal influence HR function can be more strategic by outsourcing routine, clerical and administrative duties Cost savings

Line managers and HR Specialists Line managers now have far greater responsibility for HR issues Line managers work more in conjunction with specialists

Aspects of HRM line managers are most likely to take Rarely did line managers take lead on HR policy issues Line managers playing greater part is resourcing and employee relations while in development and reward the professionals still had a significant role Work in conjunction but depends on the power base of the managers

Training line managers for people management function ‘Most of managing people is common sense anyway. When ever an issue comes up it is always where you have had no preparation …. you can deal with it if you consider the issues carefully.’

How HR can support middle managers HR strategies should be composed of broad themes that can then be contextualised Middle managers should be encouraged to contribute towards elaboration of these themes The HR function should be organised to allow HR professionals to work closely with line managers The development of middle managers is directed towards their contribution to strategic change

Responsibility for HRM The key characteristics of distinctiveness in the modern form of HRM is the decentralisation of HR responsibilities to line management Line responsibility is basic to its effective practice

Role of line management ‘the role of line management is no more restricted to monitoring and organising production but also achieving the HRM goals of commitment, quality, flexibility and ultimately the profitability of subordinates. Thus it is implied, both implicitly and explicitly, that the role of line management is expanded or redefined so that it incorporates “people responsibilities” rather than purely “technical responsibilities”.

Responsibility for HRM Sandy Adironadack in her book Just About Managing has suggested that Human Resource Management (Personnel Management) should involve: ensuring the organisation has clear, appropriate and workable policies and procedures for all aspects of employment and volunteering; ensuring the organisation's policies and procedures comply with legal requirements, and are updated to comply with changes in the law; ensuring all staff, whether paid or voluntary, are properly recruited, inducted, supervised, trained and supported;

contd. ensuring all workers feel they are a valued part of the team and organisation; involving workers in discussions and decisions which affect their work or working environment, and ensuring they have adequate information and time to participate; ensuring workers know what they are supposed to be doing, how to do it and how it fits into the organisation's overall work; helping workers plan work and assess priorities; helping workers recognise and overcome intellectual, technical or personal difficulties affecting their work;

contd. ensuring workers have opportunities to learn, change and develop within their work; setting deadlines and information workers about them, implementing procedures to monitor work against the, changing them as required; setting standards of performance(quality of work and/or behaviour) and implementing procedures to monitor them; dealing with poor time-keeping, poor work performance, and other potential or actual disciplinary matters;

contd. creating and maintaining a safe and pleasant physical environment; creating and maintaining a good emotional environment; helping sort out conflicts within the group; dealing with worker's concerns and grievances