Contrasts between HR Generalist and Specialist.
Human Resource Generalist are more organizationally oriented, they are in favor of the organization and promotion as opposed to depth of knowledge, (Cesare and Thornton, 1993). It is also argued that, “in direct contrast, generalists: 1. possess a macro orientation characterized more by breadth of knowledge than depth, 2. are more loyal to their employing organization than a professional group, and 3. aspire to climb the corporate hierarchy as it exists.” (Cesare and Thornton, 1993). The Human Resource Generalist are broad in their capacity to perform more than one task without being at risk of become obsolete to the organization. Their acumen allow them to engage in the practicality of company affairs which allows for recognition and promotion. Dany, Guedri, and Hatt, quotes Ulrich who argued the notion of, “honoring Human Resource Generalist as business partners because of their vitality to organizations” (Ulrich, 1996). Human Resource Generalist are able to manage human capital and simultaneously strategize for business expansion and profitability as they coordinate with line managers of said organizations. Thus, it is highly argued that, “that Human Resources Generalist integration with strategic management is what really contributes to company performance, and if Human Resources Managers issues are understood to relate to the business in the organization” (Dany, Guedri, and Hatt, 2008, pg. 2098)
Human Resource Specialist are more disciplined in the confines of a unique task and performs that task with perfect skill thus increasing more in specialization. Cesare and Thornton attributed to Human Resource Specialist as, “specialists are defined as those professionals who...
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... regarding specific tasks.
Works Cited
Cesare, S. J., & Thornton, C. (1993). Human resource management and the specialist/generalist
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Dany, F., Guedri, Z., & Hatt, F. (2008). New insights into the link between HRM integration and
organizational performance: the moderating role of influence distribution between HRM
specialists and line managers. International Journal of Human Resource
Management, 19(11), 2095-2112. doi:10.1080/09585190802404320
Ulrich, D. (1996), Human Resource Champions, Boston, MA: Harvard Business School Press
Watson, T.J. (2006), Organizing and Managing Work (2nd ed.), Harlow: FT Prentice Hall
Wolfe, R., Wright, P. M., & Smart, D. L. (2006). Radical HRM Innovation And Competitive Advantage: TheMoneyball Story. Human Resource Management, 45(1), 111-145.
It helps not to call people “human resources”. They’re people. And, as it turns out, people like to be treated like people. Go figure. - Dharmesh Shah, Founder and CTO at HubSpot.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Boudreau, J. W. and Ramstad, P. M. (2003). Strategic HRM Measurement in the 21st Century:
Changing Roles. Traditionally, HR has been an administrative position-processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, the emphasis is on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people oriented and protect their human capitol, the staff. In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).
According to our textbook Human Resource Management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. “The human resources management process involves planning for, attracting, developing, and retaining employees as the HRM planning provides the rights kinds of people, in the right quantity, with the right skills, at the right time (Lussier, 2012, p. 240).” According to our textbook the typical responsibilities of the Human Resources department fall into three categories, and they are administrative services and transaction, which handle hiring employees. The second involves business partner services that focus on attracting, evolving, retaining employees by having a clear understanding
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)
" This global London-based mining and mineral company was severely impacted by the global recession in 2008. Such an impact forced unprecedented workforce reductions worldwide and decentralized HR management had to be brought in under a single umbrella to ensure an orderly and efficient system that would support the organization’s future productivity."( Case Study OneRedesigning HR HRMG 5000 - Student Simple). Human resources have a strategic significance if managed efficiently and productively. The company revamped and managed its HR functions in a manner so as to achieve the strategic goals of the
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Introduction A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.
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A human resource manager needs to plan ahead and know what is going on. in and outside the company labour market. He needs to be aware of the past, present and future trends of employment in a particular area. of the specialisation of the. He needs to know if there are available skills needed or if there are few people with the type of skills needed by the company.