The paper "The Changing Role of HR" is a good example of human resources coursework. The modern-day organisation depends to a great extent on the contribution and quality of its human capital. The human capital may be defined as that element of the organisation’ s operational sphere that is a living, breathing part of the activities that put the innate resources and factors of production into application. This application results in profits arising out of the activities of the human capital and the efficiency with which this resource carries out its tasks. This in turn, has a bearing on the achievement of the organisation’ s goals.
(Johnson, 1996. P 13 to 18) This paper seeks to critically analyse the new role of the Human Resource element that has emerged in the organisation. It may be seen in the case study of advanced economies, that the HR in an organisation depends on the informal relationships within the operational sphere. This is turn has given rise to a newfound role in four categories. This role has been based on the case of advanced countries as demonstrated by Williams et al (2006) in the paper titled Harnessing the Hidden Enterprise Culture of Advanced Economies.
The findings of this paper will be discussed through the use of the following categories: Business Partner Change Manager Monitor Innovator. Business Partner The first role of the human resource in advanced countries is that of a business partner. This has come to the fore with the emergence of various service-oriented companies that provide intensive marketing services along with the products that are being produced. (Williams et al, 2006) The emergence of a marketing network has been crucial to companies like Bajaj Allianz Life Insurance, Oriflame Cosmetics and many others.
(Green, 2002. P 111) The business partner method operates along the following lines, as depicted in the diagram below: Branch Manager ↑ Sales Team Manager ↑ Team of Business Partners (Sales Agent) (Green, 2002) These business partners work independently from home or under the name of their own business in order to cater to people exclusively and bring the products and services of the company to the doorstep of the independent clients. The role of these business partners is to bring business to the company by exploring their personal networks so as to earn commissions on the sales that they make.
(Williams et al, 2006) This is a formal level of institutionalised operations where the organisation profits greatly. The advantage of this is that the business partners take a personal interest in the development of a clientele. (Green, 2002. P 111) Further, this serves the two-fold purpose of sales and promotion. While there might not be immediate sales in some cases, there is a creation of awareness for future sales. This, in turn, leads to increased sales and repeat orders through word of mouth and brand recall.
(Williams et al, 2006) At an informal level, the term business partner can be used to denote the modern-day human resource base. This is due to the fact that the human capital in an organisation today is motivated enough to integrate the personal goals with those of the organisation in an effective way. In this way, the goals are achieved at both ends. In advanced countries, the management of an organisation attaches great importance to the act of motivating human capital through the use of incentives that may be material or immaterial.
(Williams et al, 2006) The material benefits include bonuses, promotions and other such means, while the immaterial ones include good reports and feedback. This helps the employee gain confidence and self-esteem. Also, it caters to the employees need to achieve a certain social standing. Thus, the employee begins to realise that only by forwarding the goals of the organisation will his or her own goals be met. In this way, the human resource has emerged as a business partner that works in tandem with the organisation as far as goal achievement is concerned.
(Green, 2002. P 111)
Williams, Colin C; Windebank, Jan (2006) Harnessing the Hidden Enterprise Culture of Advanced Economies. International Journal of Manpower. 27 (6). Pp 535 – 551.
Plous, Scott (1993). The Psychology of Judgment and Decision Making. McGraw Hill Humanities.
Johnson, John (1996). Time to rebuild HR. Business Quarterly; Vol61. Pp 13 to 18
Green, Marnie (2002). Internal HR. Public Management Personal; Vol 31. P 111
Latre-Rufat, Jorge (2005) Beyond Raining Employee Benefit. Plan Review; Volume 59
Barrie, Charles. Moving Targets. Human Resources. Pp 1 to 10.
Bender, S (2000) The transfer of knowledge and the retention of expertise. Journal of Knowledge Management. Pp. 125 to 127
Wilson, T D (2002). The non sense of Knowledge Management. Information
Research, 8(1). Paper No. 144. Last accessed at http://informationr.net/ir/8-