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    Lovely institute of management

    Term paper

    Of

    Human resource management

    Transformation Of HRM Functions And Its Role In Future.

    o SUBMITTED BY

    IRFAN BASHIR

    ROLL NO. B 47(SEC.A)

    REG. NO: (10900856)

    MBA II (SEM)

    D. O. S - 10- 5- 2010

    SUBMITTED TO :

    MISS. ALKA SHARMA {(FACULTY(LIM)}

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    ACKNOWLEDGEMENT

    .

    I would like to express my gratitude for the helpful comment and Suggestions by

    my teacher.

    Most importantly I would like to thank my lecturer Miss Alka sharma for her

    days of supervision. Her critical direction and support on work has played a major

    role in both the content and presentation of our discussion and arguments in our

    tutorial classes. Also her method of teaching and clearance of doubts regarding

    with the topic have made me successful to make this term paper and her proper

    guidance and help may make it possible for me to complete it on time.

    I have extended my appreciation to the several sources which have and will

    provided various kinds of knowledge base support for me during the research.

    Irfan - Basher

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    contents

    INTRODUCTION.

    HR FUNCTIONS TRANSFORMATION.

    OBJECTIVES OF RESEARCH.

    REVIEW OF LITERATURE.

    RELEVANT STATICAL DATA USED.

    CONCLUSION.

    REFERENCES AND BIBILIOGRAPHY.

    INTRODUCTION.

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    HR transformation is defined as the process of recreating or reinventing the

    HR function such as reengineering, restructuring, implementing new

    systems or a new HR service delivery model, outsourcing or co-sourcing

    with the specific intent of enhancing HRs contribution to the business .

    Human resources are the most valuable and unique assets of an organization.

    The successful management of an organization's human resources is an

    exciting, dynamic and challenging task, especially at a time when the

    world has become a global village and economies are in a state of flux. The

    scarcity of talented resources and the growing expectations of the modern

    day worker have further increased the complexity of the human resource

    function. Even though specific human resource functions/activities are the

    responsibility of the human resource department, the actual management of

    human resources is the responsibility of all the managers in an

    organization.

    It is therefore necessary for all managers to understand and give dueimportance to the different human resource policies and activities in the

    organization. Human Resource Management outlines the importance of

    HRM and its different functions in an organization. It examines the various

    HR processes that are concerned with attracting, managing, motivating and

    developing.

    Human Resource Management has evolved considerably over the past

    century, and experienced a major transformation in form and function

    primarily within the past two decades. Driven by a number of significant

    internal and external environmental forces, HRM has progressed from a

    largely maintenance function, with little if any bottom line impact, to what

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    many scholars and practitioners today regard as the source of sustained

    competitive advantage for organizations operating in a global economy.

    The role of the Human Resource Management Function in

    the 21st Century.

    . Strategy execution by helping to improve planning from the board room to

    the market place.

    Organizations today are striving to increase productivity, improve service,

    and ensure that the company can adapt to ever-changing business

    conditions. And success on all this front depends on the organizations

    peoplesan asset that executives regularly cite as a primary differentiator

    in a fast-moving, knowledge-driven world. Human resource management

    plays a significant role in trying to achieve this by being involved at the

    strategy, policy and decision making process. The human resource

    management team ensures this is delivered by recruiting and selecting the

    right and qualified staff to ensure the goals and objectives of the

    organization are achieved. That is human resource managers establish a

    clear understanding of the talent base they have at their disposal or whether

    they need to recruit from outside. An example is where an organization is

    forecasting for their demand and supply of employees when planning for

    the organization to achieve the set objectives or goals. This is attained

    through Human resource Planning.

    2. An agent of continuous transformation, shaping process and a culture

    that together improve an organizations capacity for change.

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    With a turbulent environment, organizations have to continuously

    transform themselves in order to compete effectively for the limited...

    employees for the benefit of the human Resource Management

    Human resource management, in the sense of getting things done through

    people. It's an essential part of every manager's responsibilities, but many

    organizations find it advantageous to establish a specialist division to

    provide an expert service dedicated to ensuring that the human resource

    function is performed efficiently.

    "People are our most valuable asset" is a clich which no member of any

    senior management team would disagree with. Yet, the reality for many

    organizations is that their people remain

    under valued

    under trained

    under utilized

    poorly motivated, and consequently

    perform well below their true capability

    The rate of change facing organizations has never been greater and

    organizations must absorb and manage change at a much faster rate than in

    the past. In order to implement a successful business strategy to face thischallenge, organizations, large or small, must ensure that they have the

    right people capable of delivering the strategy.

    The market place for talented, skilled people is competitive and expensive.

    Taking on new staff can be disruptive to existing employees. Also, it takes

    time to develop 'cultural awareness', product/ process/ organization

    knowledge and experience for new staff members.

    As organizations vary in size, aims, functions, complexity, construction, the

    physical nature of their product, and appeal as employers, so do the

    contributions of human resource management. But, in most the ultimate

    aim of the function is to: "ensure that at all times the business is correctly

    staffed by the right number of people with the skills relevant to the

    business needs", that is, neither overstaffed nor understaffed in total or in

    respect of any one discipline or work grade.

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    Human Resource Management TRANSFORMATION

    (HRM) has shifted its function within Organizations over the last few years.

    Its function has grown considerably and has shifted into a more strategic

    role rather than providing support for administrative paperwork. There has

    been a shift too, in terminology, with the term Human Resource

    Management functions becoming more common.

    Dave Ulrich, a well-known HR Guru from the University of Michigan

    says that the purpose of the HR functions rapid transformation is

    simply twofold: firstly, to improve the organizations capability , and

    secondly, to improve individual capability within the organisation.

    To improve Organisation performance and create competitive

    advantage, the HR team must focus on a new set of priorities. Thesenew priorities are more business, and strategic oriented and less

    geared towards traditional HR functions such as staffing, training,

    appraisal and compensation.

    Strategic priorities include team-based job designs, flexible workforces,

    quality improvement practices, employee empowerment and incentive

    compensation. HRM is designed to diagnose organisation strategic needs

    and plan the development of talent which is required to implement a

    competitive strategy and achieve operational goals.

    The transformation is being driven by the top goals HR functions must strive

    to achieve:

    develop leaders.

    recruit and retain a quality work force.

    manage performance systematically.

    develop culture.

    http://www.articlesbase.com/human-resources-articles/quotenabling-your-human-resource-information-system-to-support-hr-strategic-rolesquot-2154690.htmlhttp://www.articlesbase.com/human-resources-articles/quotenabling-your-human-resource-information-system-to-support-hr-strategic-rolesquot-2154690.html
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    HR functions typically operate across four roles: administrative expert

    employee champion

    change agent

    strategic partnerIn the Mercer studies (globally and in Australia) when asked in which roles

    they perceived the HR function as being successful, a greater proportion of

    HR executives nominate 'administrative expert' over that of 'strategic

    partner'. This makes sense, given (a) where the function has been, and (b)

    that HR only earns the right to operate on a more strategic stage once the

    basic 'nuts and bolts' have been attended to. In the global study, line

    managers were also asked to rate the success of HR in each of these roles.

    It is disquieting that a smaller proportion of line managers rate HR as

    successfully as the HR function rates itself - this is particularly the case for

    the role of strategic partner.

    Objectives of researchTo study whether the transformation of hrm functions are necessary for an

    organization.

    Why are these changes occurring so rapidly?

    How are leading companies managing the transformation of HR functions? What are the implications of these changes on HR professionals in the

    future?

    And the role of transformation in future.

    REVIEW OF LITERATURE

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    The field of human resource (HR) management has been undergoing a

    dramatic change. Driving its transformation as such factors as competition,

    globalization, technological innovations and market evolution. Business

    organizations are responding to these changes by becoming flatter, lesshierarchical, less bureaucratic, more agile and more responsive. They are

    aligning organizational and HR policies and practices with new business

    realities to develop the competencies needed to succeed in the changed

    marketplace. These capabilities include higher levels of cross-functional

    coordination, employee commitment to quality, leadership competence,

    creativity and entrepreneurship, and open communication. Some references

    have been taken to make this review of literature.

    In the Mercer studies ( globally) when asked in which roles theyperceived the HR function as being successful, a greater proportion of HR

    executives nominate 'administrative expert' over that of 'strategic partner'.

    This makes sense, given (a) where the function has been, and (b) that HR

    only earns the right to operate on a more strategic stage once the basic 'nuts

    and bolts' have been attended to. In the global study, line managers were

    also asked to rate the success of HR in each of these roles. It is disquieting

    that a smaller proportion of line managers rate HR as successfully as the

    HR function rates itself - this is particularly the case for the role of

    strategic partner.

    A variety of factors - from global competition and economic recession to

    technological breakthroughs and deregulation - have forced many

    corporations to fundamentally reformulate how they can attain a

    competitive advantage on a level playing field (Ulrich and Lake, 1990).

    Concurrently, such considerations as cost reduction, customer satisfaction,

    and the need for flexibility, speed, and quality have remained the enduring

    criteria for corporate players on the global economic stage. Without doubt,however, the intense competition for a market edge in this recessionary

    period (occurring not only in the U.S. but in Japan and Western Europe as

    well) has intensified the critical nature of these considerations. The same

    set of criteria has driven change in HR functions. Collectively, these

    factors and standards have provided both a valuable opportunity and an

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    urgent mandate for HR functions striving to meet decisive business

    challenges

    Mohammed syed (2008-09) The transition from a Socialist approach to a

    free market approach and the rise of a new high-tech sector are two

    remarkable shifts that have occurred in the last two decades in Israel. In the

    face of these changes, human resource (HR) practitioners are currently

    expected to assume new roles, adopt different work values, and apply

    appropriate strategies. HR managers in the low-tech industry still adhere to

    traditional values and strategies, including a reliance on trade unions and

    an emphasis on job security and the employees years of work experience

    and seniority as key criteria for promotion. In the emerging high-tech

    sector, HR managers have adopted new values and developed new

    strategies, including human resource management programs, employee

    empowerment, higher salaries and better benefits, while placing an

    emphasis on employees talents and qualifications.

    According to Robert hawk(2007-08)

    The last few years have witnessed unprecedented changes in the human

    resource functions of American corporations. This radical

    transformation of HR functions has been instigated by a complex nexus of

    forces: pressures to reduce costs, higher expectations of customers, the

    constant drive to meet global competitive challenges, and opportunities

    offered by advancements in information technology. The mix of these

    forces accelerates the transformation of the HR function in ways notenvisioned a decade ago.

    Furthermore, the research by Brockbank et al. (1999) showed that HR

    activities positively impact business performance by approximately 10%

    (defined as the financial performance of the business over the last three

    years compared to major competitors. Strategic contribution accounts for 43

    percent of HR's total impact on business performance which is almost twice

    the impact of any other domain. These are all reasons why competencies are

    being discussed by academicians and practitioners as ways of creating

    sustainable competitive advantages. Today, after being hidden for a longtime, the concept of competence has appeared prominently on the

    educational stage again (Klink & Boon, 2002).

    Many other research findings have pointed to the relationship of HR and

    HR

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    Transformation in order increase profitability and creating competitive

    advantages.

    Losey (1999) stated that there is an emerging group of human resource

    professionals who see the opportunity to turn human capital strategy into along-term competitive advantage. He commented that in the 1990s there

    was a wake-up call for the human resource profession. More than ever,

    organizations now seek greater creativity and productivity from people.

    Part of the strategy in being creative and maximizing productivity is to

    possess the necessary competencies enabling these outcomes.

    Baill (1999) emphasized that the challenge that comes with HR moving into

    a

    more critical role at the management table is that the expectations for its

    Contributions also increase. This challenge is made even greater because the

    requirements are not only changing, but are also growing. In addition totraditional

    HR disciplines, the HR function is now looked to for expertise in designing

    organizations and organizational systems and for managing major changes

    to

    increase competitiveness. Such outcomes require competency in strategic

    contribution and ability to deliver HR services.

    The increasingly global nature of competition requires that firms utilize all

    of

    their available resources in order to survive and succeed

    . Wright, McMahan 29 McCormick, and Sherman (1998) concluded that

    this phenomena has resulted in an emphasis on the alignment of all

    functional activities of the firm (e.g., finance, marketing, operations)

    toward the achievement of strategic objectives. One consequence of this

    trend is that many have called for a new strategic role for the HR function.

    This role entails two major aspects. First, the HR executive should provide

    input into the firm's strategy to ensure that the firm has the human resource

    capabilities to implement new strategies. Second, the HR function needs toensure that the HR programs and practices are in place to effectively

    implement the strategy.Given this requirement, it is clear that HR

    professionals must be fully competent in strategy development,

    implementation, and evaluation. Wright, McMahan, Snell, and Gerhart

    (2001) found that HR professionals are not the only ones who see value in

    HR practicestop line-executives also believe that a number

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    of HR activities are critical to the firms competitive advantage.

    Revalent data on the topic.

    From the above pie chart it is shown that how rapidly hr transformation

    takes place in australia in the different areas where transformation is

    completed and 75% is in process.so it very important for any organisarion

    to transform its hr functions with time to compete in todays time.

    Principal functions of HR today and in coming yearsin the whole world.

    Function Today 2-3 years

    Human capital strategy 40% 64%

    Talent management 49% 55%

    Change management 42% 48%

    Leadership development 49% 52%

    Organization design 21% 28%

    Organization development 35% 40%

    Operational excellence within the HR function 46% 52%

    Workforce planning 31% 34%

    Succession planning 24% 27%

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    Industrial relations 32% 49%

    Risk management 18% 17%

    It is clear from the above table that how much transformation rate of hr functions are going toincrease in next couple of years.

    Top human capital challenges organizations facetoday.

    Challenge Response

    Acquiring key talent/lack of available talent 43%

    Driving cultural and behavioral change in the organization 40%

    Building leadership capability 40%Retaining key talent 38%

    Increasing line manager capability to handle people management

    responsibilities 26%

    Succession planning 24%

    Increasing workforce productivity 22%

    Constraints on headcount (making do with less) 20%

    Encouraging organizational innovation 18%

    Implementing people changes resulting from changes due tooperational performance 18%

    Measuring the contribution of human capital to businessperformance 17%

    Lack of consensus around the organizations strategy/direction 16%

    Reducing overall human capital costs 16%

    Resourcing and managing HR issues in new geographies for the

    company 15%

    Managing human capital during and after an acquisition or merger 15%Workforce planning 14%

    Increasing the return on investment in remuneration 14%

    Coping with an aging workforce 12%

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    The data in the above table clearly indicates the challenges which the organizations are

    going to face in the next years. Every organization has to be ready to face these

    challenges. Transformation of hrm functions is the only way to become competitive inpresent time.

    HR barriers and areas of opportunity for enhancing theHR functions future role.

    Function

    Considered a

    barrier

    Considered

    an

    opportunity

    Capability of line managers in management of their

    people

    54% 36%

    Skills/competencies of HR staff 53% 56%

    Business perception of value which HR can bring 46% 48%

    Attitudes of line management 39% 24%

    Technology 29% 40%

    Business leadership 29% 40%

    HR functional leadership 27% 48%

    Reporting structure/HR organization 24% 25%

    Availability of required skills 23% 19%

    National/cultural differences 19% 14%

    Regulatory constraints 19% 10%

    Unions 18% 12%

    Diverse workforce 16% 16%

    Availability of solutions in local market (technology,

    outsource providers, etc.)

    16% 18%

    The data give the information about the barriers and opportunities which

    are going to be come in organizations path of success. so every

    organization have to create the opportunities by eradicating the barriers.

    The human resource (HR) function around the world continues to change as

    it shifts its focus from enhancing internal operations to maximizing

    contribution to the corporations business performance. According to the

    2006 Global HR Transformation Study by Mercer Human Resource

    Consulting, half (50%) of organizations are in the midst of transforming

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    their HR functions, while 12% completed a transformation within the past

    year and another 10% plan to begin the process within the next year.

    HR transformation is the process of recreating or reinventing the HR

    function with the specific intent of enhancing HRs contribution to thebusiness. Mercers study, which builds on a similar one conducted in 2003,

    includes responses from nearly 1,400 organizations in all industries across

    Asia, Australia, Europe, Latin America, New Zealand and North America.

    It provides insights about the current realities, trends, obstacles and

    opportunities facing organizations HR functions around the world.

    The study shows a clear shift in HR priorities. While 40% of survey

    respondents listed human capital strategy as a principal function of HR

    today, 64% expect it to become a key function within two to three years.

    Leadership development and talent management are other areas expectedto become more important. Conversely, 46% of survey respondents listed

    operational excellence within the HR function as a priority today, while

    only 32% see it as a key function in the next few years.

    HR transformation is clearly a continuous process. The first wave of

    transformation, which started 5 to 10 years ago, focused on improving

    technology and service delivery with the expectation that HR would

    transition to a more strategic role within the organization. Today, HR

    functions around the world are challenged with delivering on thisexpectation to make human capital strategies a reality rooted in

    improving competitiveness and profitability.

    Recent research by Huselid and Becker indicates, in fact, that more

    sophisticated HR functions deliver greater market value per employee than

    less sophisticated ones. As seen in the chart below, there is an initial burst

    of value when the HR function first improves its efficiency - but then it

    reaches a plateau. It is only with a well-focused, well-energized

    transformation that HR can deliver greater value to the company - both interms of organisation capability as well as market value per employee.

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    There is also evidence that financial analysts take non-financial factors into

    account in a significant way when they make investment

    recommendations. In a study of financial analysts and portfolio managers,it was found that an average weighting of 35% or more was applied to non-

    financial information in the investment decision process5. Management

    credibility, quality of corporate strategy, innovation, ability to attract and

    retain talented people, management expertise and alignment of

    compensation with shareholder interests are all in the top ten non financial

    variables evaluated to make investment decisions.

    In concluding, while organisations have traditionally looked to non-human

    capital variables when seeking to influence business growth and

    shareholder value, the pendulum is swinging as more businesses recognise

    that the management of people issues will directly impact the bottom line.

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    The above chart shows that hr functions are being changed at different

    levels in order to benefit the organisation in different ways.

    CONCLUSION As these examples of innovative organizations illustrate, organizational

    transformation has had a significant impact on the shape and responsibilities

    of the traditional human resources function. In some cases, the human

    resources function no longer exists as a distinct function. In others, it has

    remained intact, but its roles and responsibilities have been transformed in

    ways congruent with the larger organizational transformation.

    Whether there continues to be a wide variety of forms or whether a new, more

    standard model emerges remains to be seen. What is already evident,

    however, is that as we shift from industrial-era models to knowledge-era

    models, and to the discovery that the real assets in our companies are

    knowledge assets, there will be an increasing need to create more "fluid,

    temporary structures that facilitate relationships and an open flow of

    communication" and to find ways to "elevate people above technology and

    processes.

    To do this, organizations will not only need to develop superior teaming skills

    in order to continually team and reteam the core talents of the organization,

    but will also have to increase significantly their capability and capacity for

    continuous change. Prevailing models of change management will have to be

    refrained: "unfreezing, change, and refreezing" is no longer a useful model. At its best, human resources has a significant contribution to make to this

    process, but whether it can play a leadership role in helping organizations

    develop these abilities will depend in large measure on its own ability to

    reinvent itself: to change its role from one of administrator of compensation

    and benefit programs and watchdog of corporate policies to one of leader,

    facilitator, and coach in the creation of organizational environments and

    cultures that support flexibility, the development of individual and

    organizational core competencies, and the trust and shared vision necessary to

    move forward

    we mentioned the importance of HR as it relates to core competencies.Organization's need to maintain and build their core competencies since

    this is the source of competitive advantages in the marketplace. Core

    competencies have a lot to do with recruiting and retaining the best people.

    Obviously, HR should play a lead role in this mandate. However, we do

    not want to stop here since there are numerous other strategic issues related

    to HR.

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    The evidence is unmistakable: HR's emerging strategic potential hinges

    on the increasingly central role of intangible assets and intellectual capital

    in today's economy. Sustained, superior business performance requires a

    firm to continually hone its competitive edge. Traditionally, this effort took

    the form of industry-level barrier to entry, patent protections, and

    governmental regulations. But technological change, rapid innovation, and

    deregulation have largely eliminated those barriers. Because enduring,

    superior performance now requires flexibility, innovation, and speed to

    market, competitive advantage today stems primarily from the internal

    resources and capabilities of individual organizations including a firm's

    ability to develop and retain a capable and committed workforce.

    Strategic Planning for Human Resource Management, author RobertE. Sibson outlines several critical issues confronting the the

    organization to transform its hr functions.

    - Productivity improvement

    - Educational deficiency

    - Delegative Management

    - Fairness in the Workplace

    - Managing Differences

    - Fair Pay for Everyone

    - Chronic Labor Shortage

    - Impact of Technology

    - Employee Owners (entrepreneurship in the workplace)

    - Organizational Restructurings for Higher Performance

    Each of these areas can represent a major strategic program for the HR

    Function. An absence of ideas is no excuse for making HR strategic.

    Seven Dimensions That Characterize How Organizations

    Produce Profits Through People:

    1. Employment Security

    2. Selective hiring of new personnel

    3. Self-managed teams and decentralized decision making.

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    4. Comparatively high compensation contingent upon performance.

    5. Extensive training

    6. Reduced status distinctions and barriers (including dress codes,

    language, office arrangements, and wage differences).

    7. Extensive sharing of information throughout the organization.

    Once again, the sources for strategic initiatives are extremely significant.

    The obvious problem we will have is how do we address these issues

    within our typical HR Function.

    The total transformation of Human Resources (HR) as a function has

    become both a business necessity and a strategic, value-adding

    opportunity. This transformation, which calls for a functionally

    fragmented, administrative cost center to a value-adding, integrated

    organization aligned with corporate business strategies, will not happenincrementally in most cases . . Instead, the true transformation of HR

    requires analysis and identification of opportunities for improvement in

    five interrelated areas that are the success drivers of effective HR,

    including the people in HR and their competencies; processes used to

    deliver HR products and services; the culture of the HR organization; its

    structure and the technology used.

    The Technologies and Trends that are TransformingHR functions.

    All of these strategic issues can be overwhelming to any resource-strapped

    function. Consequently, HR will need to develop its own strategy for

    value-creation within the organization; otherwise HR will not adequately

    address many of these strategic issues and outside managers will continue

    to have their traditional bias view of HR. The HR Strategy will need to

    address the issue of how the organization will build its HR Capital (which

    expands the capabilities of the organization). This can cover a wide range

    of best practices web based training, knowledge sharing, 360-degree

    evaluation processes, cross-functional teams, and so forth. As a minimum,

    the HR Function must have a strategy for protecting the core competenciesof the organization. Next, the HR Function will need to develop strategies

    for building a knowledge-based workforce that can meet future challenges

    confronting the organization.

    If competitive success is achieved through people if the workforce is,

    indeed, an increasingly important source of competitive advantage then it

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    is important to build a workforce that has the ability to achieve competitive

    success and that cannot be readily duplicated by others. Somewhat

    ironically, the recent trend toward using temporary help, part-time

    employees, and contract workers, particularly when such people are used

    in core activities, flies in the face of the changing basis of competitive

    success. This raises the questions of why these practices seem to be

    growing, what effects they have on the ability to achieve advantage

    through people, and what the implications are for organizations that might

    follow a different strategy.

    - Competitive Advantage through People

    In order for HR to be successful with its new strategic mandate, it will

    need to in-source to execute its strategy since its resources are way too

    limited. For example, direct involvement by IT (Information Technology)

    will be required to launch new technologies in the HR area. Additionally,HR may have to outsource some of the day-to-day administrative activities

    so HR can begin to address strategic issues.

    In conclusion, some of the most significant performance issues confronting

    any organization are rooted in human resources. This is why the HR

    Function needs to become much more transformed. Moving HR into a

    strategic partnership with management is now mission-critical. There are a

    multitude of strategic issues for HR to pursue, ranging from making the

    organization more fluid for the sharing of knowledge to making sure allemployees have the tools to provide outstanding customer service.

    A the end I concluded that the hr functions should be transformed

    because

    in the closing years of the twentieth century, management has come to

    accept that people, not cash, buildings or equipment, are the critical

    differentiators of a business enterprise. As we move into the new

    millennium and find ourselves in a knowledge economy, it is undeniable

    that people are the profit lever. All the assets of an organization, other than

    people, are inert. They are passive resources that require human application

    to generate value. The key to sustaining a profitable company or a healthyeconomy is the productivity of the workforce, our human capital. In the

    world economy, where over half of the gross national product is allocated

    to the information sector, it is obvious that knowledgeable people are the

    driving forceand the methods to manage it is more important.

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    References AND BIBILIOGRAPHY. Hrm book by Gary desseler.

    Book on hrm by Aswathapa.

    HRM and its role in future (.Bhatia)www.mercer.com/globalhrtransformation.Brewster, C. and Sparrow. P. (2007, August). People Management.

    Advances inTechnology Inspire a Fresh Approach to International HRM. (Vol. 13, Issue

    3).

    Boyars, L.L. & Rue, L.W. (Eds.). (2006).Human Resource Management(8th ed.). New

    York: McGraw Hill.

    Chan, L.L.M., Shaffer, M.A., & Snap, E. (2004). In search of sustainedcompetitive

    advantage: The impact of organizational culture, competitive strategy and

    human

    resource management practices on firm performance [electronic version].

    InternationalJournal of Human Resource Management, 15 (1), 17-35.

    De Sa-Prez, P., & Garca-Falcn, J.M. (2002). A resource-based view of

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