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Emerging Role of HR Managers

Introduction

The management of Human Resources has now assumed strategic


importance in the achievement of organizational growth and excellence. As
globalization advances and we move into the information age, organizations
need to adapt to the changes in technology and the changing issues in
management of people. Some critical issues have clearly emerged -
planning, acquisition and development of human resources, responding to
the demands of the work place and, above all, evolving a strategy of dealing
with industrial conflict. As a management practice, it covers all the
conventional areas of personnel management and industrial relations, as
well as the relatively new areas such as communication, counseling, training
and development, and job enrichment.
Some industry commentators call the Human Resources function the last
bastion of bureaucracy. Traditionally, the role of the Human Resource
professional in many organizations has been to serve as the systematizing,
policing arm of executive management. In this role, the HR professional
served executive agendas well, but was frequently viewed as a road block by
much of the rest of the organization. While some need for this role
occasionally remains — you wouldn’t want every manager putting his own
spin on a sexual harassment policy, as an example — much of the HR role is
transforming itself.

The Changing Nature of HRM Function


Today, competitive advantage is based on the successful application of
knowledge. Managing people, as an HRM function, has broadened, to include
managing organizational capabilities, relationships, learning and knowledge.
These functions include four generic areas, i.e.,
(i) Roles,
(ii) Relationships,
(iii) Strategic focus, and
(iv) Learning focus.
These areas are different from each of the economy functions, like
traditional, transitional and knowledge.
HRM in the Present Scenario

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 Low motivation or mounting frustration
 Promotions are consolations for transfers
 Cadre conflict
 Reward and punishment system
 Development of strong training system
Emerging Role of HR Managers

Because of continuous changing socio economic, technological and political


conditions, the human resource managers of the future shall have to face
more problems in the management of labor. The human resource managers
of today may find themselves obsolete in the future due to changes in
environment if they do not update themselves. Some of the important
challenges which might be faced by the managers in the management of
industry and business are discussed below:

i. Increasing Size of Workforce: The size of organizations is increasing. A


large number of multinational organizations have grown over the year
and so has the number of people working in these organizations. The
management of increased workforce might create new problems and
challenges as the workers are becoming more conscious of their rights.
ii. Increase in Education Level: The governments of various countries are
taking steps to eradicate illiteracy and increase the education level of
their citizens. Educated consumers and workers will create very tough
task for the future managers.
iii. Technological Advances: With the change coming in the wake of
advanced technology, news jobs are created and many old jobs
become redundant. There is a general apprehension of immediate
unemployment. In the competitive world of today, industry cannot
hope to survive for long with old technology. The problem of
unemployment resulting from modernization will be solved by properly
assessing manpower needs and training of redundant employees in
alternate skills. This is difficult process and it may hurt some people
but there is no escape. But change and modernization have to be
accepted if industry has to grow and develop.
iv. Changes in Political Environment: There may be greater government’s
interference in business to safeguard the interests of workers,
consumers, and the public at large. Government’s participation in
trade, commerce and industry will pose many challenges before

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management. The government may restrict the scope of private sector
in certain areas in public interest. It does not mean chances of co-
operation between government and private sector are ruled out. In
fact, there will be more and more joint sector enterprises. The
government will also like to see that interest of workers in industrial
enterprises are adequately protected.
v. Increasing aspirations of Employees: Considerable changes have been
noted in the worker of today in comparison to his counterpart of
1950’s.
vi. HRM in Cross-Cultural Context: Multi-cultural workforce congregations
have become today's workplace realities. The cross-border market
terrorism spared by MNCs evoked counter-insurgency and strategic
warfare from domestic businesses. Partnering people in this race is
vital for success in the market place. Workplaces have increasingly
symbolized multi-cultural villages, resulting in a growing need for
cross-cultural intelligence. The future competitiveness of corporations
will depend on their ability to attract and manage diverse talents
effectively. Cross-cultural training will give managers on international
assignments the cultural understanding essential to accomplish their
tasks. Cross-cultural differences are the cause of failed negotiations
and interactions, resulting in losses to the firms. The strategic role of
HRM in strengthening and sustaining corporate growth has assumed
paramount significance, the world over.
vii. Employee Engagement: Products and process alone can't help
organizations to sustain loyal customers. They also need highly-
motivated, dedicated and involved employees who are very passionate
about their work and their organization; in short, they need "engaged
employees". But, nurturing engaged employees requires a lot of effort
and skill on the part of HR managers and calls for a different HR
philosophy in the organization. We need employee engagement to
serve as a core competency of an organization that would provide
sustainable competitive advantage. We know employee engagement
towards their work, throw few test "symptoms", i.e., feeling of creating
value, having a direction to follow, an air of trust, creating engaged
employees through top management endorsement, a work
environment to cherish, innovative leadership and clear growth
trajectories, 'one step up from commitment'. Employee engagement is

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the new buzzword. A successful business is directly linked to the
commitment of its employees. Employee engagement ensures the
successful execution of any business strategy.
viii.Performance Management: The challenge before human resource
professionals today is to create an enabling organizational climate for
the employees, For this, they need to examine relevant issues such as
training and development, performance appraisal and career planning
in the organization. Selection and recruitment of personnel is an
important responsibility of the human resource department. The
recruitment policy provides competitive remuneration as per industry
norms, maintains high standards for selection of recruits, and
encourages lateral induction to infuse fresh ideas and new skills in the
organization.
ix. Information Age: Information age has heralded a new way of doing
business. IT has the power to change the most well-entrenched
business paradigms. It has the power to link and connect people, and
enable the exchange of products, services and capital, in an entirely
different manner than in the past. IT has increased the efficiency of the
human resource functions and reduced the burden of administrative
work in the HR department, at the same time, helping to increase
productivity.

x. Virtual Corporations: A virtual company is usually a highly networked


organization that extensively contracts out activities that were once
performed in-house, allowing both speed and flexibility. The key to
success in a virtual corporation is connectivity, i.e., the ability to
network with a large number of independent companies. These kind of
organizations pose a challenge to HR Manager.
Trends in HRM

An organization's labor force comes from its external labor market -


individuals who are actively seeking employment. HRM helps organizations
find and keep the best possible fit between their social system and technical
system. Organizations need employees with broad skills and strong
motivation. Recruiting and selection decisions are especially important for
organizations that rely on knowledge workers. Employees' responsibility and
authority are given to make decisions regarding all aspects of product
development or customer service. HR professionals can support
organizational strategies for quality growth and efficiency. Organizations
with international operations hire employees in foreign countries, where they
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operate, as they need knowledge of differences in culture and business
practices.
Now-a-days, information system has become a tool for more HR
professionals, and often, these systems are provided through the Internet.
The widespread usage of the Internet also includes HRM applications.
Organizations search for talents, and screening candidates online.
Employees may receive training online. The employment relationship takes
the form of a psychological contract that describes what employers and
employees expect from the employment relationship. The employees are
looking for flexible work schedules, comfortable working conditions, greater
autonomy, opportunities for training and development, and performance-
related financial incentives. For HRM, the changes require planning for
flexible staffing levels. Organizations seek flexibility in staffing levels through
alternatives to the employment relationship. They may use outsourcing as
well as temporary and contract workers.
Conclusion

The traditional functions of HRM now need to be strategically directed


towards developing and sustaining organizational capabilities, through
activities that overlap with traditional business functions such as finance,
marketing, and non-traditional activities, such as knowledge management.
Human Resource Information System has great significance in every sector.
It can play a virtual role and help the communications process in the
organization. Most importantly, organizations can hire and retain the top
performers, improve productivity and enhance job satisfaction of the
employees. HRM has the responsibility to maximize efficiency and profit, but
in the emerging scenario, the role of HR manager is changing rapidly due to
changes in government policies, unions, labour legislations and technology.
The trends have taken place in the organization, human resource planning,
job design, motivation, recruitment, skill development and employee
relations. The challenges can be faced by HRM effectively, if proper
strategies are implemented. Hence, the role of HRM will be more significant
in future due to the emerging scenario.

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