The role of the HR function is to enable the organization to achieve its objectives by taking initiatives and providing guidance and support on all matters relating to its employees. The basic aim is to ensure that the organization develops HR strategies, policies and practices that cater effectively for everything concerning the employment and development of people and the relationships that exist between management and the workforce. The HR function can play a major part in the creation of an environment that enables people to make the best use of their capacities and to realize their potential to the benefit of both the organization and themselves.
Heir potential to the benefit of both the organization and themselves. Essentially, the HR function provides the advice and services that enable organizations to get things done through people. It is in the delivery business. Ulrich (1998) points out that: ‘The activities of HR appear to be and often are disconnected from the real work of the organization.’ He believes that HR ‘should not be defined by what it does but by what it delivers’.
The more sophisticated HR functions aim to achieve strategic integration and coherence in the development and operation of HRM policies and employment practices. Strategic integration could be described as vertical integration – the process of ensuring that HR strategies are integrated with or ‘fit’ business strategies. The concept of coherence could be defined as horizontal integration – the development of a mutually reinforcing and interrelated set of HR employment and development policies and practices. These strategic aspects of the work of the function are dealt with in Chapters 7, 8 and 9 of this book.
Heir potential to the benefit of both the organization and themselves. Essentially, the HR function provides the advice and services that enable organizations to get things done through people. It is in the delivery business. Ulrich (1998) points out that: ‘The activities of HR appear to be and often are disconnected from the real work of the organization.’ He believes that HR ‘should not be defined by what it does but by what it delivers’.
The more sophisticated HR functions aim to achieve strategic integration and coherence in the development and operation of HRM policies and employment practices. Strategic integration could be described as vertical integration – the process of ensuring that HR strategies are integrated with or ‘fit’ business strategies. The concept of coherence could be defined as horizontal integration – the development of a mutually reinforcing and interrelated set of HR employment and development policies and practices. These strategic aspects of the work of the function are dealt with in Chapters 7, 8 and 9 of this book.
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