Changing Role Of HRM

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Changing Role Of HRM
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• 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".

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Who then is responsible for Managing People?

• Everybody in the organisation.

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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

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Expectations of the HR role

• Wilkinson MArchington 1994
• Facilitator
• Internal contractor
• Hidden persuader
• Change agent
• Ulrich 1998
• Administrative expert
• Employee champion
• Change agent
• Business partner

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HRs reputation

• There is good reason for HRs struggling
  reputation.
• It is often
• ineffective,
• incompetent, and
• costly and in a phrase,
• it is value depleting.

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Ulrichs model

• To overcome this reputation, he argues that HR
  must adopt these four roles

FOCUS
Strategic forward looking
CHANGE AGENT
STRATEGIC PARTNER
ACTIVITIES
Management of people
Management of process
EMPLOYEE CHAMPION
ADMINISTRATIVE EXPERT
Operational day to day
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Ulrichs 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.

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Outsourcing HR function

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

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4 reasons why employers turn to external
consultants

1. Consultants provide expertise on time that is not
   available internally
2. Provide independent views and opinion
   (theoretically) free from internal influence
3. HR function can be more strategic by outsourcing
   routine, clerical and administrative duties
4. Cost savings

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Line managers and HR Specialists

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

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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

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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.

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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

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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

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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.

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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

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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

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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

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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