Essays on HR Specialists Are Still Cinderellas in the Senior Management Team Coursework

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The paper "HR Specialists Are Still Cinderellas in the Senior Management Team" is a perfect example of human resources coursework.   The roles of human resource management (HRM) have remained multifaceted. From the one hand, a debate that human resource specialists continue to become “ Cinderellas” in the senior management team distorts the very basic structure of management that defines the very ‘ senior management team’ (Barney & Clark, 2007). On the other hand, organizational culture steers change management as the ability of managers to acknowledge change as reactive, unpredictable and discontinuous. In such connectedness, Bos-Nehles, Van Riemsdijk and Looise (2013) argue that the senior management team may not have these changes if the role of human resource specialists is continued to be ignored or put in the bracket of Cinderellas.

Better still, strategic management has shifted focus from being a one-dimensional approach to an idea that seeks human resource managers to understand theories, methodologies and organizational demands (Boxall & Purcell, 2016). It, therefore, means that if an argument is going to be accepted that indeed HR specialists are still “ Cinderellas” in the senior management team then one would first assess the extent to which senior management team can function without the input of HR specialists.

To advance this argument, the aim of this essay is to assess the extent to which roles of HR specialists have become defunct and as such, they have a little contribution to strategic management. According to Peters (2004), strategic management is misunderstood by a group of top managers in an organization. Such misunderstanding has brought confusion to the extent that roles played by human resource specialists are blurred.

From their thinking, Boxall and Purcell (2011) add that some individual within the senior management team think that strategic management is about meeting set organizational goals. In such understanding, they have a strong belief that since they can meet these goals then the roles of human resource specialists are becoming redundant. However, this perspective is misleading owing to the fact that strategic management has moved from being a one-dimensional approach that senior managers can deal with a concept that stretches beyond theories, methodologies and organizational demands. Within the context of HRM, strategic management is the process through which experiences are shared on the basis of commonness.

The essence of commonality is of great importance to the organization as the programs of the organization are therefore likely to be executed from a common point of communication for the overall whole of the numerous components. Secondly, Jiang, Lepak, Hu and Baer (2012) agreed with Boxall and Purcell (2011) while assessing ways in which human resource management influence organizational outcomes by comparing the role of HRM and other senior managers and saw organizational strategic management as one of the critical challenges that affect the functionalities of organizations in the new century. Strategic management requires individuals with operational structures so that they can describe the extent of their structures for communication and other functionalities.

These requirements have been brought by economic, social, political and legislative environment under which they operate other senior management may not know how to navigate. The extent to which roles of HRM cannot be matched by any other senior manager was seen in Telstra. Alexandra Badenoch rejoined Telstra in 2015 as a human resource manager and introduced competitive advantage which resonated around superior efficiency, innovation and customer responsiveness.

In as much as other senior managers such as Tony Warren (he was the group executive of corporate affairs), Andrew Penn (he was Chief Executive Officer by the time Alexandra Badenoch was rejoining) and Joe Pollard (she is chief marketing officer and group executive media) were present when they could not undertake what Alexandra Badenoch introduced. As a result of the input that Alexandra Badenoch introduced as HRM Telstra made the way of technical revolution by the end of 2015.

This has enabled the company to wade off competitions from rival companies such as Optus. For instance, Optus exaggerated its network coverage area in a TV advertisement---a move that aimed at providing unfavourable condition for operation. Despite these challenges, HRM’ s superior efficiency, innovation and customer responsiveness enabled Telstra to enjoy the floated economies of scales. To conceptualise this understanding, Telstra made an introduction of bundles with the aim of providing affordable access to popular Foxtel on T-Box channels. This created a platform where innovation and customer responsiveness could be attained.

Secondly, the company defines its competitive advantage through its expectations and experiences expressed through shared values (Kehoe & Wright, 2013). Telstra case indicates that roles of human resource managers are still important in the organisation and may not replicate or attained by other senior managers as every manager in every organisation has a specific role to play within his or her department.

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