HRM in Context

Human Resource Management in Context

Human Resource Management in Context

Introduction

The 'human resource' function can be understood simply by looking at, which individuals in a company perform which 'Human resource management' activities. The Human resource function can be examined by looking at 'what is to be done', i.e., the human resource management activities. Another way is to see who is supposed to do them.

Caldwell (2003), focused on the first way - 'what is to be done', distinguishing human resource Management activities, by looking at the classifications used by Ulrich (1998) and Storey (1992). The classification given by Storey, distinguishes four generic categories, along the degree of strategic or operational focus and the degree of intervention. Storey identifies four roles, i.e., change makers, regulators, advisors and handmaidens. Ulrich distinguishes (in the human resource function) four roles according to the degree of focus on people or processes and the degree of operational focus or strategic focus. The four roles, which Ulrich identifies, are the administrative expert, the strategic partner, the change agent and the employee champion. According to Caldwell (2003), Ulrich's main focus was on the availability of multiple roles in one company while Storey considers these roles as generic. Caldwell (2003) researched for the availability of these roles, within organizations and concluded that, generic roles are hardly found in companies. With time passing by, the different roles start overlapping as their importance changes. Additionally, evidence was not found by Caldwell, to assume the existence of a 'main role' in organizations. Caldwell states that all human resource management activities are performed at all levels (human resource professionals, employees, and management and external consultants).

Line managers and business partners

While HR is important for the development of strategy, performance management systems and organising various high-level business activities, the line managers are required to play a pivotal role in implementing HR strategies, policies and practices. The importance of the role in delivering HR of line managers has been pointed out by Hutchinson and Purcell (2003, p ix). According to them, line managers are the main reason for the difference in employee satisfaction and discretion with their jobs. Line managers are also considered critical factors contributing towards organizational commitment.

According to the CIPD (Chartered Institute of Personnel and Development), the term “business partner” covers a range of jobs (consultancy, administrative, and strategic). In a sense, the business partner is supposed to work in conjunction with other business leaders, to execute its strategy properly, guide its implementation, and make the most efficient and effective use of an organisation's human resource i.e. its people. This Human resource role varies. Certain business partners might have to report to senior managers (human resource) while others would have to report to senior line managers. It has been seen through research that business partners are supposed to work with the line managers or with business units, on business performance, strategic development, change management or organisational design. (David Farnham 2010, p. 10). David Ulrich (the guru of management) is the person responsible for composing the term ...