Is the Human Resource Management Department Becoming More Strategic?

2021 ◽  
pp. 630-650
Author(s):  
Elaine Farndale ◽  
Maja Vidovic
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Orientation ◽  
Sustainable Competitive Advantage ◽  
Bottom Line ◽  
Line Managers ◽  
The World ◽  
Strategic Role ◽  
Trends Over Time

This chapter focuses on the historical development of the strategic orientation of human resource management (HRM) departments in different regions of the world, providing both a theoretical base and an overview of current practices and trends. By observing data on HRM departments across the globe over more than a decade, the chapter paints a picture of the HRM department’s strategic evolution in its attempt to deliver value to the organization and create sustainable competitive advantage. Analyzing the data to address the question “Is the HRM department becoming more strategic?” yields the answer of a qualified yes. The trends over time and across contexts appear to suggest directional convergence in the HRM department achieving a strategic role. There are, however, differences in the pace at which this is being achieved and even in what the ultimate goal might be, depending on the context in which an organization is operating. Moreover, there is clear evidence of a connection between how advanced an economy is and the extent to which the HRM department can be more strategic. These findings have implications for human resource practitioners and line managers alike in delivering bottom-line value to organizations.

The Benefits of Using Technology in Human Resource Management

2010 ◽  
pp. 1566-1573
Author(s):  
Emma Parry
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Case Study Research ◽  
Business Case ◽  
Line Managers ◽  
Use Of Technology ◽  
Strategic Role ◽  
Hr Function

The use of technology within human resource management has grown considerably over the last decade with the majority of organizations now using some form of HR information system (HRIS). For instance, in Europe, Watson-Wyatt (2002) found that 70% of the organizations surveyed used the Internet or Intranet to deliver HR services to employees with most respondents planning to enhance substantially their e-HR capabilities over the two years after the survey. In the UK alone, survey research by the Chartered Institute of Personnel and Development in 2005 showed that 77% of organizations used an HRIS. Research from Cranfield School of Management in 2003 found an even higher proportion of companies using HRIS at 82%. An HRIS can perform a number of functions from the simple storage and communication of information, to more complex transactions. As technology advances, the range of functions that an HRIS can undertake increases. The use of HRIS can provide a number of benefits to the HR function, line managers, and the wider organization. On one level, the use of technology has been shown to lead to faster, more accurate and more efficient processes, and reduced HR costs. Technology can also be used to provide HR information and to enable managers and employees to perform simple HR tasks themselves. On another level, the use of HRIS to reduce the administrative and transactional burden on the HR function can lead to a change in the structure of HR and allow the function to play a more strategic role in the organization. The reasons behind an organization’s introduction of an HRIS may vary considerably from the need to facilitate efficient processes or cut costs, to improve communication and customer service, or the desire to create a shift in the role of the HR function from one that is mainly administrative to one that is more strategic. This chapter will discuss the potential impacts of technology on HRM in terms of the possible rationale behind the introduction of an HRIS. The chapter will draw on the past literature on HRIS as well as on case study research conducted by the author in conjunction with the Chartered Institute of Personnel and Development (Parry, Tyson, Selbie, & Leighton, 2006) to examine the possible components of a business case for HRIS and the benefits that such systems can potentially offer to an organization.

The Benefits of Using Technology in Human Resource Management

2010 ◽  
pp. 522-529
Author(s):  
Emma Parry
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Case Study Research ◽  
Business Case ◽  
Line Managers ◽  
Use Of Technology ◽  
Strategic Role ◽  
Hr Function

The use of technology within human resource management has grown considerably over the last decade with the majority of organizations now using some form of HR information system (HRIS). For instance, in Europe, Watson-Wyatt (2002) found that 70% of the organizations surveyed used the Internet or Intranet to deliver HR services to employees with most respondents planning to enhance substantially their e-HR capabilities over the two years after the survey. In the UK alone, survey research by the Chartered Institute of Personnel and Development in 2005 showed that 77% of organizations used an HRIS. Research from Cranfield School of Management in 2003 found an even higher proportion of companies using HRIS at 82%. An HRIS can perform a number of functions from the simple storage and communication of information, to more complex transactions. As technology advances, the range of functions that an HRIS can undertake increases. The use of HRIS can provide a number of benefits to the HR function, line managers, and the wider organization. On one level, the use of technology has been shown to lead to faster, more accurate and more efficient processes, and reduced HR costs. Technology can also be used to provide HR information and to enable managers and employees to perform simple HR tasks themselves. On another level, the use of HRIS to reduce the administrative and transactional burden on the HR function can lead to a change in the structure of HR and allow the function to play a more strategic role in the organization. The reasons behind an organization’s introduction of an HRIS may vary considerably from the need to facilitate efficient processes or cut costs, to improve communication and customer service, or the desire to create a shift in the role of the HR function from one that is mainly administrative to one that is more strategic. This chapter will discuss the potential impacts of technology on HRM in terms of the possible rationale behind the introduction of an HRIS. The chapter will draw on the past literature on HRIS as well as on case study research conducted by the author in conjunction with the Chartered Institute of Personnel and Development (Parry, Tyson, Selbie, & Leighton, 2006) to examine the possible components of a business case for HRIS and the benefits that such systems can potentially offer to an organization.

Current trends of HRM towards Effectiveness of the organisation

2021 ◽  
Vol 9 (5) ◽  
pp. 1-10
Author(s):  
Dr. Senani Rajamanthri
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Design System ◽  
Innovative Technology ◽  
Sustainable Competitive Advantage ◽  
Line Managers ◽  
Current Trends ◽  
Hr Managers

Human Resource Management (HRM) like many other fields in Business continues to rely largely on trends in the practices strategic objectives in maximising the performance of the employee while understanding them towards the effectiveness of the organisation. The HR Management Trends is the one which is concerned with focusing on the organizational design, system, HR and policies. It is essential that Human Resource Management is operating appropriately and in accordance with the latest trends impacted by ‘Covid19’ and technology to be able to deal with the business life challenges.  In the study, current trends of HRM and their implications are identified and evaluated in understanding the present challenges towards better performing organisational activities following the design, system, HR and policies leading to the effectiveness of the company ensuring sustainable competitive advantage. Methodology utilizes the reviewing the current findings on studies coupled with a survey done with senior managers/HR managers of the corporate sector in the world with special reference to Australia. Hence, in addition to the literature review, this study was based on senior line managers and HR managers, and measures a range of subjective and objective outcomes. The analysis confirms the strong positive relationship  between HR focused practices and HR effectiveness and it is proven that more the strong HR focused practices leads to higher  range of performance outcomes. The associations are mostly stronger for HR effectiveness. There are low levels of agreement between HR and line managers about HR effectiveness and where agreement exists; it is not associated with superior outcomes. According to the study it is revealed that trends including personalisation of individual needs, work-life balance, Trusting issue of technology and leaders, Balancing three bottom-lines via proper managing HR towards CSR and sustainability, attitude towards Development, decreasing of the Employee Experience, withdrawn Paternalism, People Analytics, More expectation out of less effort (smart move), dealing with big innovative technology, HR is about People, HR Innovation Labs mainly resulted by the trends including handling the Covid19 context. This study, therefore, confirms the importance of HR effectiveness by well addressing these upcoming trends including handling the impact of Covid19 towards higher productivity and sustainable competitive advantage through proper managing most valuable live resource: people. It could be safely concluded that impact of coronavirus (Covid19) towards HRM as an accelerator for defining the role of the corporation, remote working, re-skilling, skills based hiring, and the transformation of corporate learning.

scholarly journals The Organizational Aspect of Human Resource Management as a Determinant of the Potential of Polish Hospitals to Manage Medical Professionals in Healthcare 4.0

2020 ◽  
Vol 12 (12) ◽  
pp. 5118 ◽  
Author(s):  
Beata Buchelt ◽  
Aldona Frączkiewicz-Wronka ◽  
Małgorzata Dobrowolska
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Medical Personnel ◽  
Organizational Structures ◽  
Healthcare Sector ◽  
Line Managers ◽  
Major Barrier ◽  
Organizational Issues ◽  
Strategic Role

Industry 4.0 solutions have penetrated the healthcare sector, thus creating challenges that healthcare entities should meet. For this, a proper relationship between human resource management (HRM) within healthcare entities and Healthcare 4.0 is needed. In addition, organizations mainly focus on HRM practices, yet organizational issues are overlooked. In this context, the aim of the article was to analyze and evaluate the involvement and roles of key HRM actors, such as line managers and human resource (HR) specialists (HR departments) within strategic healthcare entities, namely hospitals. It was also important to identify the potential of hospitals to meet the requirements of Healthcare 4.0. A study was performed on a group of 285 Polish hospitals. Five respondents were recruited from each hospital. The total population amounted to 1425 interviewees. Due to the complexity of the research, it was outsourced. The results of the analysis identified that hospitals largely engage line managers in medical personnel management. However, a lack of managerial competence may become a major barrier in coping with challenges created by Healthcare 4.0. Organizational solutions do not support the strategic role of HR specialists; their anchoring in the organizational structures limits the possibility to support the changes required for the transformation towards Healthcare 4.0.

The Benefits of Using Technology in Human Resource Management

2009 ◽  
pp. 110-116 ◽  
Author(s):  
Emma Parry
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Case Study Research ◽  
Business Case ◽  
Line Managers ◽  
Use Of Technology ◽  
Strategic Role ◽  
Hr Function

The use of technology within human resource management has grown considerably over the last decade with the majority of organizations now using some form of HR information system (HRIS). For instance, in Europe, Watson-Wyatt (2002) found that 70% of the organizations surveyed used the Internet or Intranet to deliver HR services to employees with most respondents planning to enhance substantially their e-HR capabilities over the two years after the survey. In the UK alone, survey research by the Chartered Institute of Personnel and Development in 2005 showed that 77% of organizations used an HRIS. Research from Cranfield School of Management in 2003 found an even higher proportion of companies using HRIS at 82%. An HRIS can perform a number of functions from the simple storage and communication of information, to more complex transactions. As technology advances, the range of functions that an HRIS can undertake increases. The use of HRIS can provide a number of benefits to the HR function, line managers, and the wider organization. On one level, the use of technology has been shown to lead to faster, more accurate and more efficient processes, and reduced HR costs. Technology can also be used to provide HR information and to enable managers and employees to perform simple HR tasks themselves. On another level, the use of HRIS to reduce the administrative and transactional burden on the HR function can lead to a change in the structure of HR and allow the function to play a more strategic role in the organization. The reasons behind an organization’s introduction of an HRIS may vary considerably from the need to facilitate efficient processes or cut costs, to improve communication and customer service, or the desire to create a shift in the role of the HR function from one that is mainly administrative to one that is more strategic. This chapter will discuss the potential impacts of technology on HRM in terms of the possible rationale behind the introduction of an HRIS. The chapter will draw on the past literature on HRIS as well as on case study research conducted by the author in conjunction with the Chartered Institute of Personnel and Development (Parry, Tyson, Selbie, & Leighton, 2006) to examine the possible components of a business case for HRIS and the benefits that such systems can potentially offer to an organization.

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2015 ◽  
pp. 164-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

Focussed Areas in the Extant Literature of Green HRM

2021 ◽  
Vol 10 (1) ◽  
pp. 22-39
Author(s):  
Ella Mittal ◽  
Parvinder Kaur
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Natural Resources ◽  
Competitive Advantage ◽  
Human Resource ◽  
Triple Bottom Line ◽  
Major Focus ◽  
Bottom Line ◽  
Extant Literature ◽  
Green Human Resource Management

Sustainability is the important issue for most of the organisation for reaping the benefit of triple bottom line and competitive advantage. Green human resource management is one of the ways to attain the sustainability which also helps in attracting and retaining the young talent towards the organisation. The purpose of the present research is to study the concept of Green HRM with various dimensions and to investigate the mostly researched domain related to Green HRM. The study discussed the key and major focus areas in the literature in the context of GHRM as per the author's view to accomplish the stated objectives. The results of the study showed the manufacturing domain has been focused by most of the studies due to the direct consumption of natural resources more in this sector. Further, originality or practicality of the research lies as this research would be helpful to the HR practitioners to focus only on key areas to implement the concept of GHRM well in their respective organizations to formulate the competitive strategy to add value to their respective organizations.

scholarly journals Human Resource Strategic to Maintain Waste Management in Organization

2018 ◽  
Vol 7 (3.20) ◽  
pp. 119
Author(s):  
Fadillah Ismail ◽  
Ainul Mardhiyah Nor Aziz ◽  
Wan Md. Syukri Wan Mohamad Ali ◽  
Halimah Mohd Yusof
Keyword(s):  
Resource Management ◽  
Waste Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Professional Conduct ◽  
Sustainable Competitive Advantage ◽  
The Relationship

The time constraint to concentrate on human resource management and lack of knowledge for the key strategic management of human resource would constrain the expand of the needs for its execution. The objective or motivation behind this study is to investigate the relationship and practice of strategic human resource management, the awareness of the exploration on strategic human resource management improves and professional conduct on waste management in organization. This investigation enhances to the logical group of research to fill the gap that as of now exists in organization. Waste management is chosen as the concentration of this investigation in relationship between strategic human resource management and sustainable competitive advantage. Thus, this research is important to manager’s level and academia for benefit table to business settings further enhancement.  

scholarly journals Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers

2018 ◽  
Vol 10 (12) ◽  
pp. 4614 ◽  
Author(s):  
Macarena López-Fernández ◽  
Pedro M. Romero-Fernández ◽  
Ina Aust
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Commitment ◽  
Future Research ◽  
Socially Responsible ◽  
Line Managers ◽  
Hr Managers ◽  
Managerial Employees ◽  
Different Levels

The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided.

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