1.1 1.

3
Human resource management is a primary pillar in almost all organizations. As Taylor
and Woodhams (2013) put it, human resource managers play a crucial role in an
organization, as they are responsible for workforce performance. Human resource has
several core functions within which a wide variety of activities are conducted. The core
functions include staffing, compensation, development, employee and labor relations,
safety and health, retention, and training. There is a greater concern for employee well-
being, ensuring that firms treat employees in a mutually beneficial way for both parties.
Staffing the firm with the appropriate personnel helps in the achievement of the set
objectives and goals.
The main roles of Human Resource are described as follows:
1. Staffing

People are needed to perform tasks in an organization apart from machines. Staffing involves
the whole hiring process from job posting to salary negotiations and takes place in four
distinct steps.

Development of a staffing plan

Human resource management assesses the number of who should be hired, based on the
revenue expectations of the firm.

Development of policies encouraging multiculturalism at work

We cannot fail to recognize the various cultural backgrounds in the workforce.

Multiculturalism is becoming more important in the workplace, therefore, drawing a need to
address it.

Recruitment

It involves finding the right people to fill the vacant job positions.

Selection

People are interviewed, selected and salary negotiations are done. Training, retention, and
motivation follow.

2. Training and Development

Training is a primary component of employee motivation. After new employees are hired,
they are trained to grow and develop new skills in their job. This enhances higher
productivity for the organization. Training programs tackled are communication, policy and
legal, team-building activities and, job skills. Employee retention results as employees tend to
be happier in their jobs.

Human resource plays a role in in maintaining a developmental approach to existing

resources. Organizations achieve key investments through employee on-boarding and
providing resources for continued developments.

3. Employee retention

Employees must be kept and motivated to stay with the organization. Employee retention can
be achieved through compensation. However, employees leave companies because of job
issues, challenges with the manager, unfavourable organizational culture, and a poor
workplace environment. Riverbank (2005) states that employees quit due to low incomes.
Managers can frequently change their compensation packages to retain employees.

4. Communication

Good communication skills are key to any successful human resource management.
Employees and top management effectively exchange information.

5. Compensation

Organizations need to set a fair and standard compensation package that entices people to
work for the organization. The professionals should ensure that their pay is comparable to the
payments of other people performing similar jobs. The compensation packages should be set
based on the firm, years of experience, and education level.

6. Employee and Labour Relations

Human resource plays a role in defending employee rights, partnering with unions, and
mediating conflicts between the organization and its human resources. It acts as the voice of
the organization or the employees in employee welfare matters. Human resource creates
long-lasting resolutions within the organization.

7. Safety and health

A careful consideration of employee safety and health achieves best practices for various
industries. It discusses safety and compliance with the relevant governments. It complies with
the job’s legal requirements for safety measures. Those working in construction sites are
provided with hard hats. Chemists are provided with safety equipment. Consequently.
Counselling is done for law enforcement. When laws in a certain industry change, new safety
measures are implemented.

Human resource department also processes payrolls apart from recruiting employees.
According to Schroeder(2012), the transactional activities of human resources dominates its
traditional view. Over the years, human resource has evolved in terms of technological
advancement, globalization, competition, company consolidation, increased research, among
others. The human resource department is a unique component of organizational objectives,
whose traditional roles are not enough in the modern business environment. Increased
competition is evident in all production factors, especially labor, where firms are struggling
to retain their skilled workforce. The human resource department now focuses on in-house
training and talent management to develop and retain the core employees.

The last three decades have seen human resource evolve from a manager of personnel and
employee information, to a responsible department

Employee relations have dominated most contemporary organizations. The public has
strongly scrutinized issues like inclusivity, ethical consideration and diversity, forcing the
firms to adopt them. Schroeder (2012) states that the modern role of human resource is more
complicated compared to the traditional idea of personnel management. The rising business
complexity environment favours the organizations that willingly adapt to the change.

Honesty, professionalism and ethics impart a positive image on a given firm. Professionally
and ethically managed human resource department motivates the staff (Hamid et al., 2017).
The public has also kept an eye on ethical issues today. When a business engages in unethical
practices, the business reputation is destroyed. As a result, the business suffers as customers
dissociate.

2.1

Staff development is one of the core objectives of human resource. Recruitment is

insufficient to ensure employee retainment in an organization. Essentially competitive staff is
needed in service firms because workers are in direct contact with customers. Employees
engage customers on face-to-face conversations, providing an excellent opportunity to collect
more information. The firm ensures that all staff members satisfactorily engage clients.
Organizations must train their employees on how effectively they can approach the
customers. Classes and manuals for all recruits are set to familiarise and study the correct
ways of doing things. Recruits are issued with a template that they essentially follow when
dealing with customers, making customer delivery uniform. Constant employee evaluation
keeps workers updated every time, benefiting the company in the long run.

Russ-Eft(2014) suggests that human resource objectives like employee relations can be
achieved through implementation of the right labor policies, with adequate interpretation of
all laws related to employment matters. Ethics are very sensitive in the modern environment,
therefore, the human resource department ought to focus on proper ethics implementation. An
ethical conduct code ensures proper performance of the human resource department.

The role of managers in achieving human resource objectives can be outsourced using
different tools. CIPD Profession map outlines the human resource function, outsourcing,
shared services and HR consultancy. The Ulrich model outlines the reasons to the adoption
and evaluation of human resource, management approaches and co-ordination of human
resource and its development in the public and private sectors, voluntary sector, networked
organizations, multinational corporations and in small and medium enterprises.

There are three key objectives that human resource has to function:

Strategic management

The human resource management plans the future requirements and meets the continuous
short-term and long-term objectives through proper staff planning, feedback and assessments,
talent acquisition, and employee development. This increases employee productivity in
achieving the human resource goals of an organization.

Policy formulation

Human resource is always updated with policies and procedures pertaining new and existing
employees in the organization. The employees get to understand the code of ethics, culture
and performance evaluation manuals, therefore, creating harmony and understanding in the
organization.

Maintaining employee relations

Human resource works with many people and therefore aims at solving any differences
among employees. As a result, fair relations amongst all the employees are created, hence
working towards a common goal.

2.2

In most aspects, each organization has its own unique human resource function consisting of
similarities such as workforce improvement. However, salient differences also exist.
According to Taylor and Woodhams (2013), every company has a unique functional structure
in the staffing role. Some firms combine employee roles and responsibilities to primarily
reduce the wage bill. Organizations also create unique departments to production and service
delivery programs.

Human resource has evolved over the time to a more strategic contributor of organizational
success than the past. Human resource has changed from Human Resource Planning, Human
Resource Management to Human Resource Development, affecting decision-making. Shared
services are beneficial as they improve the organization’s cost structure, influencing quality,
knowledge, expertise, and risk management. Shared services also have limitations such as
business failure, employee turnover, and different employee interests’ and cultures. With
technology advancement, Human resource domain increases the effectiveness and
productivity of human resource. Human resource professionals have been on the front line in
managing strategic challenges and overcoming the challenges arising in their field. In this
way, best practices are delivered in achieving the organizations’ objectives.

Several firms model their staff according to size. The firm size usually determines its role in
the HR department. Hierarchical structure is applied in large companies, where a human
resource manager monitors other line managers below. Small firms have few slots and less
personnel, therefore, the owner can serve as the recruiter, manager, interviewer, and the
overall professional. Some organizations can also structure themselves in terms of the sectors
they operate.

The size of an organization influences one’s role. In small firms, one performs several
activities in an individual capacity. In large organizations, there is a huge volume of roles,
comprising of specialists and generalist positions. These roles vary from one organization to
the other. Human Resource function can be organized in different ways depending on the size
of the organization.
The Public Sector

These are organizations run by the government and include healthcare, schools, emergency
services and state organizations. A variety of organizations based on size and shape share the
aim of providing services to the public. Due to their sizes, these organizations have people
functions where larger firms boast of various significant generalist and specialist roles.

The Private Sector

These are organizations run by individuals or companies for profit generation. They come in
all sizes and shapes: sole proprietorships, partnerships, small to medium-sized enterprises and
large multinationals. The key objective is making money for the individual, partners or the
shareholders. Human resource management in this sector is more strategic and is aimed on
long-term decision making to achieve the set objectives. Employee objectives are delivered
according the size of the organization.

The Voluntary Sector

This sector is in between private and public organizations. It is characterised by

independence from the government, reinvesting surplus profit to achieve organizational
goals, and values motivated by social goals rather than profit. The number of employees
determines its size, type and the variety of people roles. Individual roles exist for a small firm
with less than fifty employees while large people function occurs in firms with thousand
people roles.

1.2

Effective plans are essential when implementing changes such as digital transformations.
Existing change management models are, therefore, applied.

1. Kotter’s Model

Kotter’s theory is the most popular and frequently used across the world. It focuses on
employee experience and effective workplace communication. It is divided into eight stages,
each focusing on employees’ response to change.

Increase urgency
It creates a sense of urgency among employees. This motivates and engages the employees in
the process.

Team building

The correct set of skills and personalities responsible for driving the organizational change is
determined.

Communication

Transparency and frequent communication with employees about implemented changes is

achieved.

Focus on short term goals

Small goals for recognizing small achievements are set when boosting employee morale. One
should not just focus on the end results.

Don’t give up

Changes may take time and challenges cannot be avoided. Persistency should accompany the
process of change management.

Incorporate change

Reinforcements and changes should be part of the workplace culture. The management
should help employees adjust and reward them for their good motives.

Get things moving

Support is very crucial in any achievement process. It heps remove barriers and collect
feedback effectively.

Get the vision correct

Apart from strategy, employee creativity, emotions and project objectives should be taken
into account.

2. McKinsey 7-S Model

It stands as the most long lasting change management model up-to-date. Unlike other models,
it focuses on all important factors influenced by change. It is divided into seven important
categories that firms should consider in change implementation.

Strategy

The change management plan should bear a step-by-step procedure for future planning.

Structure

The structure of the organization must be divided in relation to the strategy followed.

Systems

It focuses on the systems used in achieving daily tasks and activities.

Shared values

This refers to the core objectives of an organization

Style

This focuses on the manner in which change is incorporated and implemented into the
organization’s systems.

Staff

This refers to the employees and their capability roles.

Skills

It refers to the expertise of employees working in the organization.

3. ADKAR Model

Change managers apply it to identify various gaps in change management process so as to

offer effective training to the employees. Companies looking at the business and people
dimensions of change can apply this model. Unlike other models, this models identifies and
evaluates the reasons as to why change is working or not to obtain the desired results. This
model stands for awareness, desire, knowledge, ability, and reinforcement.

4. Kubler-Ross Five Stage Model

This model is totally different from others as it is fully centred on employees. It can be
applied to other life situations such as changes in work, job loss, and less serious health
conditions. Organizations eliminate barriers towards successful change management as they
understand their employees better. It helps employers have a better understanding of their
employees and empathize with them. It is divided into five categories.

Denial

Employees are not willing or able to accept change. Most people show resistance to change
and may not accept the outcome.

Anger

When news are first received, anger precedes. With time, denial changes to anger when
employees encounter change.

Bargaining

Employees try getting the best solution out of a situation during bargaining. People bargain to
avoiding ending up with the worst case scenario.

Depression

Depression occurs when employees realize that bargaining failed. Depression may be
symbolized by low energy, low motivation, non-commitment, and lack of happiness.

Acceptance

Employees finally realize that change is inevitable and therefore have to accept what is
happening.

3.1
The human resource function is increasingly being associated with the success of any
organization. It is not possible to monitor the operations of all staff members since the
HR function consists of many activities. These activities develop and support the
desired outcomes in realistic job previews, induction for new employees or test
selection areas. Development of new strategies is accompanied by KPI
implementation which measures the quality and quantity of the desired outcome
achieved. Line managers link employees to the HR and also evaluate the daily
workplace activities. Several measures ascertain the effectiveness of the contribution
from the human resource department.

In an organization, human resource is evaluated by a measure of organization’s

sustainability and health linked to strategic human resource management, productivity
linked with employee morale and satisfaction, people as a competitive advantage, and
high attrition costs.

There are three evaluation methods. The first one is employee engagement surveys
which determine employee perceptions of their working environment. Employee
surveys determine the contribution of human resource functions. Such studies aim at
assessing issues involving organizational culture, business climate, and employee
engagement. The responses given evaluate the success or failure of human resource
policies.

Employee surveys have advantages as well as disadvantages. The advantages include:

organisational culture is improved as employees are provided with the opportunity to
submit an anonymous response without directly presenting it to the employers. The
employees raise concerns put forward their ideas on organizational matters.
Employees feel honoured and empowered if the management take their opinions and
suggestions on board.

According to Oracle (2016), employee engagement surveys are old-fashioned. They

are not a true representation of the people’s ideas. Technology advancement
advocates for an instant feedback. Employees desire on-going and meaningful
dialogue with their employers.

The moods of the employees can be qualified by conducting several diagnostic

approaches. Employee forums, improvement groups, surveys, consultation and quality
circles tend to be informative. However, to determine the progress or decline in
employee engagement, a start point of attitudes can be used as a benchmark.
Key performance indicators (KPIs) can also be used to conduct employee evaluation.
A well implemented KPI obtains the organizations’ long and short term goals. As a
result, the firm attains its set objectives. For better results, KPI should be used in line
with S.M.A.R.T objectives. They must be specific, measurable, achievable, relevant
to the business and time dependent. KIPs have several advantages. They help to
clarify the current business positions and performance expectations. They also
provide a point of reference for making future or past comparisons. KPIs also outline
the important aspects for attention within the business. However, KPI measurement
can be hard to quantify since it employs popular metrics of success such as employee
engagement.

The contribution of human resource functions can also be gauged using statistics,
metrics and ratios. Industry averages inform us on a firm’s performance compared to
other organizations. The commonly used metric is the return on investments (ROI)
which assesses the effectiveness of human resource from the bottom-line.

Additionally, a balanced scorecard strategy can be used to evaluate human resource

performance, considering the four perspectives of customer, internal structure,
finances, and innovation learning. This approach is centred on the static nature of
many modern businesses. It offers long lasting solution for many businesses today
since it advocates for capital utilization for continued business growth.