Repositioning the Human Resource Function: Transformation or Demise?

1990 ◽  
Vol 4 (3) ◽  
pp. 49-60 ◽  
Author(s):  
Randall S. Schuler
Keyword(s):  
Human Resource ◽  
Function Transformation ◽  
Resource Function

scholarly journals A Role For HR In Corporate Ethics? South African Practitioners’ Perspectives

2006 ◽  
Vol 4 (3) ◽  
Author(s):  
L. J. Van Vuuren ◽  
R. J. Eiselen
Keyword(s):  
South African ◽  
Human Resource ◽  
Mail Survey ◽  
Corporate Ethics ◽  
Ethics Management ◽  
Two Factors ◽  
Resource Function

Since few South African organisations have as yet appointed ethics officers, there is often a lack of clarity on who should take responsibility for coordinating organisations’ ethics management efforts. The purpose of this paper was to assess HR (the Human Resource function and its practitioners) as a possible contender to assume responsibility for ethics management in SA organisations. To this end a mail survey was conducted among registered HR practitioners (N=410). Two factors related to 1) the extent of HR’s ethics management competence and 2) HR’s responsibility for ethics management, were identified. The results showed that HR practitioners on average believe that they indeed have an ethics management competence and that they should be involved in ethics management. However, practitioners with a great deal of exposure to organisations that manage ethics believe to a lesser extent that they should be involved in ethics management. The implications of the findings are discussed.

Human resource information systems: a strategic contribution to HRM

2019 ◽  
Vol 35 (10) ◽  
pp. 4-6
Author(s):  
Ayesha Irum ◽  
Rama Shankar Yadav
Keyword(s):  
Information Systems ◽  
Performance Management ◽  
Human Resource ◽  
Organizational Context ◽  
Strategic Decision ◽  
Content Type ◽  
Employee Privacy ◽  
Resource Information ◽  
Human Resources Information Systems ◽  
Resource Function

Purpose The article presents an overview of the Human Resources Information Systems (HRIS) and its relevance in the current organizational context. It broadly captures the advantages of HRIS and the significant challenges involved in its implementation and succeeding stages. Design/methodology/approach A string of research articles in the domain is reviewed for the briefing. Findings HRIS is salient in supplementing various Human Resource (HR) functions ranging from HR planning to performance management. It can act as a catalyst in establishing the significance of HR in strategic decision making. It helps managers to effectively store large amounts of employee data and draw inferences from it to make pro-employee decisions. However, despite being relevant in HR functions, HRIS is often surrounded by concerns like employee privacy breach and misuse of information. Originality/value The article showcases the transformation of the Human Resource function to strengthen its strategic position in the organization and sustain HR professionals. Adoption of HRIS helps to convert HR to a data-driven function.

Diversity management as a strategic human resource agenda: critique and roadmap

2019 ◽  
Vol 18 (1) ◽  
pp. 26-29
Author(s):  
Roshni Das
Keyword(s):  
Human Resource ◽  
Critical Analysis ◽  
Design Methodology ◽  
Employee Performance ◽  
Diversity Management ◽  
Content Type ◽  
Multi Level ◽  
Structured Approach ◽  
Resource Function

Purpose The paper’s premise is based upon the finding that organisations have not been able to optimally harvest the diversity dividend in the absence of proper integration with strategy. The paper aims to address this gap in practice by proposing a framework. Design/methodology/approach A critical analysis of the diversity literature is conducted. Findings Multi-level, conceptual linkages with employee performance are derived and a five-point implementable agenda is outlined for the strategic human resource function. Originality/value This paper highlights for the practitioner, the value of having a structured approach to diversity management.

Personnel Practices in Smaller Firms: A Survey and Recommendations

1983 ◽  
Vol 8 (2) ◽  
pp. 32-46 ◽  
Author(s):  
Glenn M. McEvoy
Keyword(s):  
Human Resource ◽  
Cost Effective ◽  
Resource Planning ◽  
Job Descriptions ◽  
Human Resource Planning ◽  
Personnel Practices ◽  
Interview Survey ◽  
Recruitment And Selection ◽  
Personnel Policies ◽  
Resource Function

An interview survey of 54 businesses with between 25 and 250 employees was carried out in an effort to discover the strengths and weaknesses of current personnel practices in smaller firms. Most firms seemed to do reasonably well in terms of written personnel policies, providing praise and recognition for employees, and in carrying out informal job analyses. Areas needing improvement were human resource planning, job descriptions, performance evaluation, motivation and satisfaction of employees, creative recruitment and selection methods, pension planning, and upgrading the overall knowledge about personnel by those responsible for the human resource function. Recommendations for cost effective ways of addressing these shortcomings are made.

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