The paper “ The Changing Role and Remit of the Human Resources Management Function” is an exciting variant of coursework on human resources. The HRM function deals with organizational activities that relate to the workforce like recruitment, selection, appraisal, and work design. The evolution and development of HRM commitment view have led to change in the remit and role of HR specialists and managers. The modern HRM function is made up of three main areas including administrative, financial and performance. HR practitioners’ influence on top management officials in UK organizations is increasing and their responsibility has shifted to thinking performers.
A thinking performer has a concern with underlying purposes of an organization, ethical and legal conformity, customers’ needs and manner of doing things. The contemporary HR roles enhancing the effectiveness of UK organizations include strategic partner, functional expert, employee advocate and developer of human capital. The HRM function deals with recruiting, selecting, training, developing, designing work, directing, appraising, rewarding and controlling the employees of an organization. The human resource management’ s high-commitment view has been evolving and developing since the early 1980s and so has been the remit and role of HR specialists and managers.
The HRM function has gone through a considerable transformation showing the augmented responsibility that the function is charged with to bring about improvements in the performance of organizations. In most organizations, the HRM role has currently moved from a major focus on operational activities to take a more tactical focus. The contemporary HRM function comprises three broad, interconnecting functional areas namely administrative, financial and performance (Caldwell 2003, p. 983). This paper will talk about the HRM function’ s evolving and changing remit and role and its significant impact on UK organizations’ effectiveness. HRM function in UK organizationsFrancis & Keegan (2006, p. 231) maintain that, in the UK, evolving HRM focus on tactical issues stresses the significance of the administrative, financial and performance areas.
It also emphasizes on HRM’ s contribution towards the attainment of organizational goals through innovative design as well as execution of value-adding practices and policies. Lately, HR practitioners’ influence on top management officials in UK organizations has been on the rise. The rising influence of the HRM function within firms is reflected in the shifting responsibility of HR professionals into being thinking performers.
A thinking performer has four features. To start with, he wilfully seeks to have a say in the underlying purposes of an organization. Such a feature enables HR professionals in UK organizations to understand better the strategic purposes of their organizations. This, in turn, gives them a focus on devising the best ways of achieving the strategic purposes of the organizations leading to organizational success. In addition, a thinking performer reinforces the ethical and legal conformity responsibility of the HRM function as the need arises.
Ethical conformity relates to avoidance of discrimination among employees on the basis of things like race, culture, and religion and instead encouraging diversity in the organization’ s workforce. The current business environment in the UK as well as in the international arena keeps on changing due to globalization. Thus, having a diversified workforce is important in ensuring a mixture of different skills and a better understanding of the needs of different customers. Such conformity is helping UK organizations to adapt to the different changes in the modern business environment (Francis & Keegan 2006, p. 240).