As an organisation constantly interacts with and relies on its environment, change can be seen as one of the main threads running through the evolution of Human Resource Management (HRM). Indeed, as research confirms, external trends such as new technological developments, ongoing globalisation, changing demographics and increased attention towards wellbeing are important predictors of how work is managed today.
Considering the evolution of HRM overtime, it is apparent that both its roles and responsibilities in organisations have changed significantly. Within the context of organisational change this essay aims to critically evaluate HRM’s roles and responsibilities.
Early theories suggest that HRM is as a necessity to reassess how to manage people and their welfare at work. During the industrial age the Principles of Scientific Management by Frederick Taylor proposed that efficiency and productivity could be achieved best of all through rationalised modes of production. It was during that time, that the importance of HR and people management as a profession grew considerably. By the middle of the 20th-century academic research in the fields of psychology, anthropology and sociology began to emphasise the behavioural and emotional context of the employment relationship, leading to an understanding of HRM as a more holistic perspective.
Table of Contents
1. Human Resource Management in context
2. Handling change within different models of HRM roles
2.1. Highlighting HRM’s roles in the context of organisational change
3. HRM in its role as a strategist and leader
4. The importance of HRM roles and responsibilities in ever-changing environments
Objectives and Themes
This essay critically evaluates the evolution and current state of Human Resource Management (HRM) roles and responsibilities within organizations, specifically focusing on how these functions adapt to organizational change and strategic demands.
- Historical evolution of HRM from administrative to strategic functions.
- Theoretical frameworks and models of HR roles (e.g., Storey, Caldwell, Ulrich).
- The impact of organizational change on HRM role definitions.
- The relationship between strategic HRM (SHRM) and organizational performance.
- Challenges in balancing operational, strategic, and employee-welfare responsibilities.
Excerpt from the Book
Handling change within different models of HRM roles
In line with the change from HRM to SHRM, different models of HR roles have evolved. Karen Legge’s HR innovator model (1978) was one of the first and still widely referenced models to explain how HR professionals could effect and face organisational change (Guest and King, 2004; Legge, 2005; Truss et al., 2012). Although further research on that model conducted by Guest and King (2004) showed that the HR function has increasingly become aligned with organisational goals and therefore been given a greater importance, it was also found evidence that HR plays no leading role in organisational change (Caldwell, 2001). Despite that fact, change as an impact factor is being pictured in each of the main models, gaining in importance in recent ones even more (Caldwell, 2001; Truss et al., 2012). This greater emphasis might be caused by the fast pace of change within the business environment.
Supporting this assumption by beginning with Storey’s strategic/tactical model (1992), wherein HR is broken down into four main roles, namely Handmaiden, Advisor, Regulator and Changemaker, only the latter deals with change. Though, characterised as a strategic/interventional role it is seen as central to the attainment of a company’s performance and therefore given an emerging significance (Caldwell, 2011; Crawshaw et al., 2014; Story, 1992). However, building this model only examining 15 large organisations, validity can be questioned. Following this, Caldwell (2001) retesting Story’s model found that the proposed roles have changed substantially. Hence, he brought up an own model with amended roles, namely Champion, Adapter, Consultant and Synergist (Truss et al., 2012).
Summary of Chapters
Human Resource Management in context: Provides a historical overview of HRM's evolution, highlighting how environmental shifts and external trends have necessitated a move from basic personnel management to more strategic, holistic approaches.
Handling change within different models of HRM roles: Examines various academic models, such as those by Legge, Storey, and Caldwell, to illustrate how HR roles are structured to navigate and implement organizational change.
Highlighting HRM’s roles in the context of organisational change: Discusses the transition toward multidimensional roles that specifically focus on managing the complexity of organizational change processes.
HRM in its role as a strategist and leader: Analyses models like those of Ulrich and Brockbank, which define HR's contribution to sustainable growth and strategic leadership within a company.
The importance of HRM roles and responsibilities in ever-changing environments: Concludes that HRM must remain adaptable and critically aware of its environment to leverage human capital effectively for long-term competitive advantage.
Keywords
Human Resource Management, Strategic HRM, Organizational Change, Personnel Management, Resource-Based View, Business Performance, HR Models, Strategic Partner, Change Agent, Workforce Development, Organizational Goals, Corporate Governance, Role Conflict, Employee Welfare, Competitive Advantage.
Frequently Asked Questions
What is the primary focus of this work?
This work fundamentally explores the evolution of HRM roles and responsibilities, evaluating how they have shifted to address the complexities of organizational change and strategic business requirements.
What are the central thematic areas discussed?
The core themes include the historical transition of HRM, the application of strategic management frameworks, the influence of external environmental factors, and the ongoing tension between operational and strategic HR functions.
What is the central research question?
The essay aims to critically evaluate how HRM's roles and responsibilities have changed over time and how these roles currently function to support organizational performance in a highly competitive, dynamic environment.
Which scientific methodology is applied?
The work utilizes a literature-based critical review, synthesizing various theoretical models of HR roles (such as Storey’s, Caldwell’s, and Ulrich’s) and integrating them with empirical case studies to assess their validity.
What is addressed in the main body?
The main body covers the shift from traditional personnel management to Strategic HRM (SHRM), compares dominant HR role models, assesses the role of HR in organizational change, and discusses the challenges of measuring HR outcomes.
Which keywords define this work?
Key terms include Strategic HRM, Organizational Change, competitive advantage, HR models, and workforce development.
How does the author view the 'black box' of HRM?
The author highlights that HRM outcomes are often dependent on the "black box"—the complex combination of employee skills, attitudes, and behaviors—which makes direct measurement of HRM's impact challenging.
What does the Omega supermarkets case study illustrate?
The case study illustrates that the effectiveness of strategically planned HR policies is often contingent upon the competence of line managers, showing how role pluralism can lead to ambiguities.
Why is the Resource-Based View (RBV) significant here?
The RBV is cited as a dominant framework in SHRM, arguing that HR creates competitive advantage when the workforce possesses unique, rare, and inimitable capabilities.
Is HRM still considered an operational function?
While the literature places heavy emphasis on strategic alignment, the text notes that research continues to find that HRM remains significantly operational in practice.
- Quote paper
- Nina Vöge (Author), 2016, Critical evaluation of the roles and responsibilities of Human Resource Managment in organisations, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/368478
