Essays on The Key Roles for Human Resource Manager Coursework

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It is essential to state that the paper "The Key Roles for Human Resource Manager" is an outstanding example of management coursework.   Organizations require the use of a complex range of resources in order to survive, grow as well as achieve the vital missions or the objectives that make their existence. Therefore, mobilization and the deployment of such resources as; human, material and financial within the proper resource-mix, provides most organizations with leverage for operating to the desired end. The most compelling and central of such resources is the human resource which contributes significantly to the bottom line and competitiveness of the organizations.

As a result, organizations gain a continued competitive advantage via people and their workforce (Walker, 2004). Management of human resources within the organization is considered as the traditional responsibility expected from the personnel manager. People-management discipline is globally undergoing through a continuous metamorphosis, especially with the current understanding of the strategic human resource management within the organization as well as the management literature. The roles of the human resource manager Strategic partner The contemporary human resource manager has to perform the four complementary roles.

For instance, as a strategic partner, the human resource managers need to think outside their traditional box of the organizational human resource management, carefully develop a very systematic as well as a radically distinctive approach to his or her human element management(Patrickson & O’ Brien, 2001). This results in effective human resource support to the formulation and the implementation of the business strategy within the organization. In addition, the successful implementation for the role of business partner requires the understanding ability of the human resource in the business direction and competitive position of the organization within the prevailing market places.

Human resource managers also need to have competencies relevant to the detailed business issues contained in the strategic development, be able to effectively contribute to the organizational design with change management. Therefore, to be a strategic partner it calls for continuous evaluation for the aligned current human resource practices and the targeted business objectives of the organization and the continued efforts in designing the policies, practices that expand such an alignment (Barney & Wright, 1998). The definition of the organizational architecture which involves the identification of business operations in terms of strategy, rewards, people, shared values, structure, style and processes have to be adopted and should be held responsibly by the human resource practitioner. Administrative excellence is also an important role played by human resource since it provides very useful contributions to the entire organizational performance.

As an administration expert, the manager should rethink on how various works are conducted in the entire organization. Employee Advocate Employee advocate is another role for a human resource manager that makes him or her be an employee’ s advocate. This implies that the human resource manager is the voice to the employees’ management discussions, provide the employees with personal as well as professional growth opportunities and enhance the required resources by the employees in meeting their respective demands expected from them (Lengnick-Hall & Moritz, 2003). The change agent role requires the human resource manager to involve in the implementation as well as management of the organizational change.

He as an agent for change should be able to assess the potential, sources operating as obstacles to change and work in collaboration with the line managers to effectively overcome such barriers.


Barney, J. B. & Wright, P. M., 1998, “On becoming a strategic partner: The role of human resources in gaining competitive advantage”. Human Resource Management, 37(1), 31-46

Jones, G. and George, J., 2003, Contemporary Management. 3rd ed. McGraw-Hill, Boston.

Keleman, M., 2003, Managing Quality, SAGE Publications, London:

Kotter, J., 1996, Leading Change, Harvard Business School Press, Boston.

Lengnick-Hall, M. and Moritz, S., 2003, The impact of e-HR on the human resource management function. Journal of Labor Research, summer 2003, Vol 24, (3): 1-3.

Patrickson, M., &O’Brien, P., 2001, Managing diversity: An Asian and Pacific focus, John Wiley and Sons, Ltd. Australia.

Walker, J. ,1999, Are You Up To Speed? Human Resource Planning, Vol. 22, (3): 147.

Walker, G., 2004, Modern competitive strategy, McGraw-Hill Companies Inc., New York.

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