Changing Role of Human Resource Research Paper

Pages: 8 (2431 words)  ·  Style: APA  ·  Bibliography Sources: 8  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .
e.

Employee Engagement:

Since employee engagement is a major priority for many organizations, majority of the organizations have stated that they currently evaluate it. Actually, there has been an emergence of a pattern in which the senior management perceives that human resource is influential on employee engagement. While the economic situation does not severely affect every aspect of employment, it has significant impacts on employee engagement. Generally, recession has contributed to stable employee engagement levels in some cases, while it has also decreased employee engagement in other cases. As a result, for human resource managers, the main challenge is ensuring that employee engagement remains high for all organizational operations to remain stimulated and carried out in light of the current challenges ("The Impact of the Economic Recession," n.d.).

Human Resource Priorities:

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The turbulent economic situations have contributed to significant changes in the human resource strategies. Currently, the three main priorities that are largely affected by these economic conditions are performance management, employee communication, and leadership and management development. Given that organizations are likely to strain because of the tough economic times, performance management and leadership development are regarded as major priorities since strong and visible leadership is required. In order to increasingly deal with underperformance in direct and more proactive way, recession has forced organizations to evaluate performance critically.

Overcoming these Challenges:

Research Paper on Changing Role of Human Resource Assignment

During the commencement of the recession, human resource was mainly struggling with a continuous credibility problem. In most cases, human resource was described as an ineffective part of the ordinary and a hindrance to change. However, human resource mainly responded to this aspect by increasingly becoming a business partner and attempting to add more value to the organization. Based on the response the human resource has given to recession, these economic conditions have also affected the status of this business aspect and contribute to negative effectiveness. As a result, human resource has mainly failed to provide suitable answers and solutions to the tough policy questions and talent management originating from recession to an extent that it's a poor business partner (Lawler, Boudreau & Jamrog, 2010).

Since the recession has provided an opportunity for businesses to develop new capabilities, competencies, and transform their strategies, it has provided an increasingly positive scenario. The positive scenario, competencies, and capabilities have contributed to the changing role of human resource management in the global competitive environment. Some of the major ways for attaining, retaining, motivating, and engaging employees during this period include:

Talent Management:

The improvement of the effectiveness of human resource, especially with regards to attaining, retaining, engaging, and motivating employees is strongly linked to talent management. This requires the adoption and establishment of a performance management system that generates accurate information regarding talent, especially the necessary talent management decisions during period of economic turmoil and change.

Analytics and Metrics:

The second aspect that is closely associated with talent management and leads to efficiency of human resource management is analytics and metrics. As evident in research, organizations that put more focus on these aspects tend to gain hugely through appropriate attaining, retaining, engaging, and motivating employees. The human resource needs to have data and analytic capabilities that portray the effectiveness of HRM systems.

Innovation Strategies:

One of the main aspects about the recession is that it also revolves around creative human resource management, which has been mentioned as the positive scenario of the economic conditions. In this case, overcoming the recession requires the HRM function to provide new ideas, change processes, and develop change procedures through innovation strategies. While innovative HRM initiatives are relatively easy during periods of business growth, huge innovative practices are not suitable during recession.

In order to be effective during the recession, the innovative strategies should optimize human strength, lessen the number of employees in the organization, work on rewards, take strategic measures for enhancing efficiency and productivity, and restructure training and development programs (Sharma et. al, 2010, p. 29). The other elements of these strategies include identifying the actual employee and aligning them in the organization and identifying key potentials and strengthening their development initiatives.

Conclusion:

Human resource management remains a crucial part of businesses and organizations, particularly in light of the increased competition in the global business environment. The main challenges associated with recession on human resource management revolve around human resource strategies and employee engagement. These challenges can be overcome through various ways such as talent management and innovation strategies.

References:

Al jerjawi, K. (n.d.). HR Managers' Roles & Contributions in Merger Processes. Retrieved October 12, 2012, from http://www.wbiconpro.com/441-Khalil.pdf

Bhagria, A. (2010, July 29). Challenges Faced by Human Resource Managers in Era of Globalization. Retrieved October 12, 2012, from http://www.younghrmanager.com/challenges-faced-by-human-resource-managers-in-the-era-of-gloablization

"Impact of Recession on Human Resource Management and Working Conditions." (2011, April

29). European Working Conditions Observatory. Retrieved October 12, 2012, from http://www.eurofound.europa.eu/ewco/2011/04/IE1104029I.htm

Lane, C. (2012). Personal Interview.

Lawler, E.E., Boudreau, J.W. & Jamrog, J. (2010, September). Impact of Recession: What has

Happened to HR? Retrieved from University of Southern California website: http://ceo.usc.edu/pdf/G10_11.pdf

Santiago, A.L. (2003, March 7). The Changing Role of Human Resource Managers. Retrieved October 12, 2012, from http://www.dlsu.edu.ph/research/centers/cberd/pdf/bus_focus/hr_managers.pdf

Sharma et. al. (2010). HRM Innovation Strategies in Recession: A New Paradigm. International Journal of Economics and Business Modeling, 1(1), 29-36. Retrieved from http://www.bioinfo.in/uploadfiles/13255820521_1_2_IJEBM.pdf

"The Impact of the Economic Recession on HR." (n.d.). Ipsos MORI Loyalty. Retrieved October

12, 2012, from http://www.ipsos-mori.com/DownloadPublication/1381_loyalty-erm-talent2-the-impact-of-the-economic-recession-on-HR.pdf [END OF PREVIEW] . . . READ MORE

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