Critically evaluate the ways that the HR function could play a more Essay

Critically evaluate the ways that the HR function could play a more strategic agency in the organisation - Essay ExampleBy stepping away from subordinate-based practices and theories, the human resources manager develops practices that are geared for long-term achievement as it relates to the tactical side of objective fulfilment and long-run market orientation. The HR manager can take a more strategic role in the organisation by focusing on line management, executive leadership, new training development, and involvement in convert management principles in an causal agent to billow their presence in the organisation as an HR leader. The strategy angle The overall purpose of HRM is to ensure that the organisation is able to achieve success through people (Armstrong 2006 11). Success does non necessarily pertain to human capital get hold ofs and motivational practice development, it involves market orientation, market position of the business, functional efficiency, general st aff productivity, and development of competitive strategies to gain cost and human capital advantages. Therefore, to become more strategically oriented, the HR manager needs to expand their organisational presence to include executive management involvement and line management education to achieve competitive success using people as resources. In most organisations, change is a constant scenario. New technology implementation or procedures that relate to attaining market profitability (as two examples) dictate a need for improving change leadership and gaining employee/management support. In a situation where the business requires new information technology, changes to how employees conduct their job roles is inevitable, usually on the top of workflow redesign or complete changes to job responsibility. Kappelman, McKeeman and Zhang (2009) identify that when IT projects are part of change management, failures occur due to weak police squad commitment, lack of ripened executive sup port, or team members who lack the requisite skills and competencies needed to complete the project effectively. In most cases, large-scale implementation of new technologies consist of months if not years of labour investment and contribute significantly to cost reduction activities or improving process flow related to meeting customer demands. This is where the HR manager can take a more strategic role in the business in promoting change management principles to meet strategic goals. When change is required, management is described as undeserving victims of irrational and dysfunctional responses of employees (Ford, Ford and DAmelio 2008 362). The human resources manager can become more involved with the team functioning during the implementation phases of the new technology launch, promoting more effective interpersonal relationship development and team functioning. Weak team commitment may be stemming from employees, executives or mid-tier management due to the illogical and dysf unctional inherent psychology of the team members. By applying subordinate-based practices to higher-level individuals involved in project teams, the HR manager is promoting a more strategic angle that leads to more positive information technology and process improvement outcomes. Outside of technology scenarios, the HR manager can