5HRF - HR Management: Objectives, Change, and Performance Link

This report discusses the objectives of Human Resources (HR) in contemporary organizations, focusing on recruitment, employee engagement, and performance management. It examines how different organizations manage their employees and how HR practices vary based on industry and size. The report also explores change management, highlighting Lewin's and Kotter's models and force field analysis. It evaluates the business case for ethical and professional HR management, using examples like Cavendish Hotel-London. Furthermore, the report analyzes different ways HR objectives can be delivered, such as through the Ulrich model, employee advocacy, and the black box theory. It also assesses how HR functions contribute to business performance and identifies research linking HR practices to positive organizational outcomes, emphasizing the impact of high-performance work systems and investment in human capital. Desklib offers a variety of resources for students, including solved assignments and past papers.

Running head: HR MANAGEMENT
Managing and Co-coordinating HR
Name of the Student:
Name of the University:
Author’s Note:

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Executive Summary
This current report highlights the various HR objectives of different organizations. It has been
received that recruitment, employee engagement and performance management are the major
there functions of HR. Therefore, different organizations have different practices to manage their
employees. On the other hand, change management is a crucial part of HR management.
Application Lewin's change management model Kotter change management model will be
helpful for the HR to bring change in an organization. Therefore, by using force field analysis
theory the HR will be able to identify the major issues related to change. It has been received that
HR practices can vary based on nature of industry and size of the organization. Moreover,
establishment of high-performance work system requires good investment in human capital.

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Table of Contents
Introduction......................................................................................................................................5
Question1: Examples of organizational objectives that the HR function is responsible to deliver
and brief justification in managing HR as a professional................................................................5
1.1 Organizational objectives that are delivered by the HR and the way through which these
objectives are evolving................................................................................................................5
1.3 Evaluation of the business case for managing HR in a professional, ethical and in a manner
.....................................................................................................................................................7
Question 2: Give a brief summary of two different ways HR objectives can be delivered and
analyze how the HR functions may vary in organizations..............................................................8
2.1 Explanation of the different ways through which the HR objectives can be delivered in
organization.................................................................................................................................8
2.2 Discussion of the variation of the HR functions between the organizations of different
sizes and different sectors..........................................................................................................10
Questions 3: Short explanation of at least two theories and change management and how they
can be evaluated.............................................................................................................................12
1.2 Explanation of the major theories regarding effective change management and its
implementation..........................................................................................................................12
Question 4: The contribution of HR functions to the business......................................................16
3.1 Discussion of the main criteria and methods used to evaluate the contribution of the HR
practice.......................................................................................................................................16

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Question 5: Identify and evaluate of the research evidence that links HR practices with positive
outcomes in organization. Explain how high performance working investment in human capital
can impact on organizational practice...........................................................................................17
4.1 Identification and evaluation of the research evidence that links the HR practices with the
positive outcomes of the organizations......................................................................................17
4.2 Explanation of how high performance working and investment in human capital effect on
organizational practice...............................................................................................................18
Conclusion.....................................................................................................................................19
References......................................................................................................................................21

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Introduction
Contemporary organizations include various types of human resource management
practices. However, the traditional organizations focus on the flatter organizational structure
where people are managed under the CEO and the middle managers (Taylor et al. 2015). In
contemporary organization, HR manager gives more concentration towards the employee
benefit. The HR of a contemporary organization needs to develop a friendly working culture to
encourage the employees in their work. People are the main assets of an organization. Based on
this concept the HR functions of the contemporary organizations are different from the
traditional organizations. This current study deals with the HR functions, objective and change
management in the contemporary organizations.
Question1: Examples of organizational objectives that the HR function is responsible to
deliver and brief justification in managing HR as a professional
1.1 Organizational objectives that are delivered by the HR and the way through which
these objectives are evolving
Staffing
Human resource management is an integral part of the business. This includes the
functions to build a sustainable organization. HRM supports the organizational objectives and
delivers these objectives properly (Dickmann et al. 2016). Therefore, HR builds organizational
capabilities by managing the people and maximizing the performance. One of the major HR
objectives is staffing.

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Maximizing employee performance
To recruit the skilled employees is the vital objective of HR managers in an organization.
The second objective is to maximize the performance. After recruitment, the HR is responsible
to find out the way to maximize the performance of the employees as it is associated with the
productivity of an organization. The third organizational objective is to develop the career and
skill of the employees (Dickmann et al. 2016). However, it is important for an organization to
focus on the career and skill development of the employees to increase their efficiency and to
influence them in their work.
Employee engagement and developing employee relation
On the other hand, HR is responsible for employee engagement and developing good
employee relation in an organization. This is another objective of HRM. Therefore, HR
manager also contributes to organizational change and management as it is the second priority of
organizational objective. Hence, the HRM department is responsible to deliver the above
objectives in a contemporary organization to ensure a fair people management and to increase
the productivity of the organization.
Providing training
The functions of HR are evolving in the contemporary organizations by improving their
objectives. In previous, the HR has to recruit and provide training to the people in an
organization. In the recent years, internal and external forces lead HR to become a strategic
player. However, the contemporary organizations have been facing high competition in the
global market. In order to deal with this situation, the HR needs to focus on strategic recruitment
instead of traditional recruitment. As for example, Corinthia Hotel is a popular contemporary

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organization in UK. It follows strategic recruitment process. According to the recruitment policy
of this organization, the candidates should not be above 40 who are applying for the job.
Therefore, candidates must have basic technical knowledge to access the technology
(Corinthia.com 2018). This recruitment process enables this organization to get skilled workers
for their organization. Therefore, the HR manager has to develop the skill of the employees and
to manage the change in an organization.
Managing the operating cost
Besides developing the employees HR needs to carefully manage the operating cost.
However, often high cost of training increases the business operating cost. At present, the HR of
contemporary organizations has provided more concern towards the cost reduction besides
developing the employees (De Vos and Van der Heijden 2017). According to the traditional
method, the HR focuses on the employee engagement. This concept is changed and today the HR
focuses on both internal and external compliance along with the employee engagement. It is
important for the HR to engage the employees by making compliance with the policy. The skill
and career development program also changed over the time. At present, the HR formalizes the
organization structure to identify the skill essential for a specific job. The HR departments of
various contemporary organizations incorporate the technology into their employee management
system. By using applicant tracking software, learning management system and employee portal
HRM of contemporary organizations have improved their traditional functions as well as the
objectives (MARCHINGTON et al. 2016).

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1.3 Evaluation of the business case for managing HR in a professional, ethical and in a
manner
An organization needs to manage the HR practices in a professional and ethical way
besides developing these practices. For example, Cavendish Hotel-London provides modern and
luxury service to the guests. In the recent years, this organization has decided to implement
ethical HR practices in their organization (Thecavendish-london.co.uk 2018). In order to give
shape this change, they need to manage their HR practices in a professional way. To manage the
HR practices in professional way recruitment should be done in a professional way. This
organization has hired an independent management team. This team will help them to understand
how to proceed with the new change. The main aim of this organization is to fulfill the vacant
managerial position. In order to make the recruitment process professional, it is important for the
HR to hire skilled and experienced candidates through a strategic selection system. On the other
hand, to make the recruitment system ethical the HR of Cavendish Hotel London gives their
concentration in reducing favoritism in the recruitment process. However, an ethical HR practice
requires fair recruitment and compensation system.
Cavendish Hotel London includes fair evaluation system in their organization. They have
developed an evaluation system, which is linked with the individual performance to the business
goal. They have introduced a self-rating initiative as a part of the fair evaluation. Such self-rating
process empowers the employees, which leads them to feel valued. On the other hand, the HRM
department of this organization focuses on the knowledge sharing process. However, knowledge
sharing helps the employees to develop them personally and professionally (BEARDWELL and
THOMPSON 2014). In this organization, the employees are invited to take part in competencies
development program. This provides the employees a knowledge sharing platform, which

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develops them professionally. One of the major aspects of is the reward program. This program
manages the HR professionally and ethically. The HRM department of this organization provides
a reward based on the performance of the employees and the HR has introduced anti-
discrimination policy in the organization. Therefore, such reward system also encourages the
employees and facilitates the productivity of the organization.
Question 2: Give a brief summary of two different ways HR objectives can be delivered
and analyze how the HR functions may vary in organizations
2.1 Explanation of the different ways through which the HR objectives can be delivered in
organization
Application of Ulrich model to deliver HR objectives in an organization
Recruitment, staff development, change management, establishment of positive work
culture, performance management and employee engagement objectives. In order to deliver these
objectives in different organizations, the line managers need to take specific strategy. By using
the Ulrich model the HR of public sector, small organization, voluntary sector and multinational
organization can deliver the organizational objectives. According to this model, the HR functions
should be divided into the four segments (PAAUWE et al. 2013). These four segments include
strategic partner, change agent, administrative expert and employee champion.
The HR business partners communicate with the internal clients to improve the
productivity of the organization. Therefore, the change agent communicates the changes
internally. As for example, Tesco is a large organization. This organization follows Ulrich model
as it enables this organization to manage change in their customer service process. Both change
agent and HR business partners are effective for this organization to give shape their change. On

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the other hand, an administration expert is another aspect of HR function, which enables the HR
to manage different types of tasks (PHILLIPS and PHILLIPS 2014). For example, the small and
medium organization such as Orion Electrotech Ltd. is a SME of UK. This organization follows
Ulrich Model to maximize the performance of the employees. Hence, the administrative expert
allows this organization to provide different tasks to their employees, which develop their skill
and performance level. On the other hand, the administrative experts also manage the changes in
regulation and legislation. As a result, the HR of an organization can maintain the rules and
safety of the workers, which ensures the development of a positive work culture.
Focus on employee advocate process to deliver the HR objectives in an organization
Employee advocate is another part of HRM. This allows the HR to protect employee
morale and increase the employee satisfaction level. Employee advocate conducts a survey to
measure the employee satisfaction level in an organization. For example, the employee advocate
of ASDA takes feedback from the employees to identify their satisfaction level and they also
improve the employee experience and morale. This creates a friendly working culture in this
organization. Application Black box theory of HR the HRM department of an organization can
make a balance between the HR practices and the organizational performance (ALFES et al.
2010). For example, in the multinational organizations, there are several HR practices, which
often create confusion. As a result, the employees fail to perform effectively and organizational
performance is affected. Hence, by applying black box theory the HR will be able to keep a
balance between the HR practices and the organizational performance in MNC. Apart from these
to manage the performance of the employees' HR uses KPI and benchmarking tool. These enable
the HR to measure the performance of the employees in contemporary organizations
(BREWSTER et al. 2010). Hence, from the above discussion it has been received that

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application of Ulrich model, black box theory and performance management tools are effective
to deliver the HR objectives in different organizations.
2.2 Discussion of the variation of the HR functions between the organizations of different
sizes and different sectors
The HR functions can vary in different sectors based on the nature of and size of the
business. In a particular organization the HR function is unique. However, improvement of the
workforce is the common aim of HRM but salient difference also exist (Clark 2015). Based on
the studies of organizational contingency variables and management function it has been
identified that every organization follows a unique method in their staffing. In the public sectors,
the firms combine the role and responsibilities of the employees to reduce the wage bill. In
private sectors, the management creates departments to carry out the service delivery program in
an organization. The role of HR is evolved into a strategic contributor to gain success in an
organization. However, the organizations in retail sectors differ from the manufacturing industry
in terms of human resource functions (Guest and Conway 2011). In the retail sectors, the
employees make a high level of interaction with the customers while in manufacturing sectors
the employees do not have the capacity to speak on behalf of the company. As for example,
Tesco, ASDA and other retailers in UK always give their focus in developing a good customer
relationship. On the other hand, the HR department of this organization always focuses on the
employee development. In the Tesco has been facing high employee turnover
In public sector, the HR follows downsizing and redundancy technique to cut operating
cost of the organization. As for example, the HRM department of Cabinet of office in UK has
taken downsizing strategy to reduce their operating cost. Reduction of the cost is the main
function of HR in public sectors while other sectors focus on employee development. In the

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context of private sectors, the HR manager focuses on retaining the employees and attracting the
employees towards the organization (Guest 2011). After many years of redundancies and
restructuring, the HR of private sectors gives their concern on reviewing the employee's salary
and other benefits. For example, ASDA has taken an auto-enrolment approach to provide
financial benefit to their employees. Therefore, in MNCs, the HRM department uses
benchmarking against their competitors. This enables the HR to manage the performance of the
employees. On the other hand, SME always focuses on the employee engagement as high level
of employee engagement leads this organization to gain high productivity in the competitive
market.
Size of the organization Type of sector Variation of the HR functions
Large organization Retail sector Focus on auto-enrolment
approach to give financial benefit
to the employees. Large sectors
use benchmarking to measure the
employee performance
Medium organization Public sector Focus on employee training and
employee engagement
Small organization Private sector Focus on high employee
engagement and reviewing the
employee’s salary to retain
employees
Table 1: Variation of HR function in different sectors and different sized businesses

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(Source: Guest 2011)
Many companies manage their employees according to their size. The size of an
organization determines the roles played by the human resource department (Jiang et al. 2013).
For example, large organization follows the hierarchical structure. In this organization, the HR
managers can oversee the line managers who work under them. On the other hand, the small and
medium-sized organization does not have many slots and the number of personnel is low
compared to a large sized organization. Therefore, owner includes many responsibilities than
other professionals. The HRM department of small organizations follows flatter structure where
the CEO takes maximum decision. Therefore, the HR can structure the organization based on the
sectors in which it operates.
Questions 3: Short explanation of at least two theories and change management and how
they can be evaluated
1.2 Explanation of the major theories regarding effective change management and its
implementation
Lewins change management theory
Several theories are associated with the change management in an organization. One of
the major theories is the Lewin's three-stage theory. In order to manage a change in an
organization Lewin’s theory is effective. Unfreeze; change and refreeze are the major there steps
of this theory (Hossan 2015). In the unfreeze step organization needs to take preparation to bring
change. Change management is a vital objective HRM department. Hence, by following this new
model the HR is able to must get prepared for the change by sharing the importance of change.
This phase is crucial for the change management. However, often the employees do not accept

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the change. Hence, by following this stage the HR will be able to break the status quo and they
can explain the necessity of the change and how change can bring profit in an organization. The
next step of this model is the change.
In this step real transition or change takes place. This process needs a tie to happen
(Bratton and Gold 2017). Therefore, the people are able to embrace new happenings and change
in an organization. This step requires good leadership. As for example, Corinthia Hotel has
introduced a new training program for their employees to manage low inventory. In order to
reveal the importance of such training, the HR needs to carry out a good leadership as without
communicating the change it is impossible to implement the change. The last stage of this theory
is the refreeze step. In this step, the proposed change is accepted and the organization becomes
stable. In this step, people are understood that the change is implemented and the objectives are
achieved.
Application of this theory
In the context of Corinthia Hotel, they have introduced a training program for their staffs
to establish a better inventory management. Hence, application Lewin’s theory will be helpful
for them. To implement the unfreeze stage this organization needs to establish a round table
discussion regarding the purpose and importance of this stage (Manchester et al. 2014).
Therefore, in this discussion barriers should be identified that may hamper the change. To
implement the change stage, collaborative work and resource management are essential. Finally
to implement the refreeze stage an evaluation and proper monitoring need to take. Therefore, a
summary of problems is encountered in this step.

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Figure 1: Lewin’s Model
(Source: Hossan 2015)
Kotter change management theory
Another important change management theory is the Kotter change management
theory. This theory includes eight steps. In the first step, the managers need to create urgency
among the employees as it will lead them to decrease the employee resistance (Rajan and
Ganesan 2017). The second stage of this theory focuses on the team building as to bring a change
in an organization the HR needs to establish an effective team. The next step is to develop the
vision regarding the change as correct vision helps to give shape the proposed change. Therefore,
communication with the employees is required to bring change in an organization. Next step
includes empowerment. However, the HR needs to empower the action to implement the change
in an organization. Establishment of short-term goal will be helpful to achieve the success
through change management. The HR should not give up as persistence is the key to gain
success. Finally, in the last stage changes need to be incorporated effectively.

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Application of this theory
In the context of Corinthia Hotel, kotter change management theory can be applied to
bring an urge among the employees to accept the new change in this organization. However, by
applying this theory such organization can give shape their new change in the existing system.
Kotter change management theory is helpful to empower the individual and involve them in the
organizational decision-making process.
Figure 2: Kotter Model
(Source: Rajan and Ganesan 2017)
Force filed analysis theory and its application
In order to implement a change, an organization needs to carry out force field analysis
theory. However, force field analysis enables an organization to identify the factors that create a
problem during the change management (Cameron and Green 2015). Driving force and
restraining force are the two major forces of force field analysis. The application of this theory

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will be effective for Corinthia Hotel to implement new change by analyzing the current
problems. In the context of Corinthia Hotel; such force field analysis will help them to make a
balance between the old system and new system. However, the HR managers need to involve all
personals in the new designing process and educate them to access the new system. Therefore,
this analysis enables the organization to implement the changes in an organization by identifying
the issues and resolving the issues.
Figure 3: Force Field Analysis Theory
(Source: Cameron and Green 2015)
Question 4: The contribution of HR functions to the business

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3.1 Discussion of the main criteria and methods used to evaluate the contribution of the HR
practice
The success of an organization depends on the HR function. Such strategic move focuses
on harnessing the resources of HRM to establish a dynamic business environment. The HR
strategy is considered as effective and quantifiable when observable results are present (Purcell
et al. 2003). Several methods are associated to measure the effectiveness of the contribution of
HR strategy to identify its success rate. In order to measure the performance of the employees, it
is important for the human resource department to check the regarding the performance of the
employees. It is not possible for the HR to keep an eye on the operations of all employees as they
have to manage various functions in an organization. Hence, line managers fill the gap between
the employees and the HR. Therefore, the line report from the line manager’s managers
includes a concise appraisal regarding the regular workplace operations. The HR needs to use
key performance indicators or KPIs to evaluate the performance of the employees (Rasmussen
and Ulrich 2015). Such tool allows the HR determines the performance level of the employees
against the organizational goal.
In order to measure the contribution of the HR in an organization, the management can
conduct the employee survey. Employee survey is a prudent tool to understand the contribution
of HR. From this survey, the management of an organization is able to assess employee
engagement, business climate, and organizational culture. If the employees show positive
response regarding the business climate, organizational culture and their engagement then it can
be said that the HR policies are effective to meet the business objectives. On the other hand, if
the employees show negative response then it can be said that the HR policies failed to meet the
organizational goal. On the other hand, HR metrics, ratio, and statistics are other vital tools

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determine the contribution of HR function in an organization. By using industry average the
authority of an organization is able the performance level of the firm compared to other
organizations. Therefore, ROI or Return of Investment is used as the HR metric to measure the
contribution level of the HR to the bottom line. Use of balanced scorecard is an effective strategy
to evaluate the contribution as well as the performance of the HR (Sparrow and Miller 2013).
This balanced scorecard includes four elements such as innovation and learning, finance, internal
structure and the customers. This is a multi-faceted approach and responsible for creating a
dynamic business environment. It highlights the way through which the business capital is used
to ensure the constant flow and growth of the business.
Question 5: Identify and evaluate of the research evidence that links HR practices with
positive outcomes in organization. Explain how high performance working investment in
human capital can impact on organizational practice
4.1 Identification and evaluation of the research evidence that links the HR practices with
the positive outcomes of the organizations
Research evidence includes organizational case study regarding the positive effect of HR
practices on an organization. Research evidence shows the contribution of the HR practices in
generating positive outcomes in the context of ASDA. HR is one of the four key functions in an
organization. ASDA is a growing retail organization and it operates in a highly competitive
market. The HRM department of ASDA gives their concern in recruitment, employee retention
and employee engagement, which are the main factors of their business expansion. However, the
comprehensive HR strategies of ASDA aim to engage the employees and support the
organizational culture. The HRM department of ASDA includes Best Welcome Induction

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program to increase their employee engagement and establish a positive culture in their
organization (Businesscasestudies.co.uk 2018). To develop the employees they have introduced
Colleague Step program. This supports the staffs to achieve qualification and skill, which will
lead them to become a future leader in ASDA.
The above HR initiatives in ASDA help this organization to survive in the global market
by gaining competitive advantages. From this research evidence, it has been found that the HR
needs to carry out strategic HR management approach, which will increase the employee
engagement in an organization (Taylor and Woodhams 2016). This current evidence highlights
the effectiveness of the HR practice in creating a high performance of the employees. According
to the statistics 1749 employees are celebrating milestone anniversaries in ASDA. This is due to
the introduction of Colleague Step program in ASDA, which develops the career of the
employees and allows them to perform well. From the evaluation of such evidence, it has been
addressed that the HR strategies of ASDA enable this organization to retain a huge number of
employees and ensure the high productivity. In the recent year, such employee engagement and
employ development program decreases the employee turnover in ASDA.
4.2 Explanation of how high performance working and investment in human capital effect
on organizational practice
An organization needs a functional HR department to achieve competitive advantages in
the global market (Torrington et al. 2014). A functional HRM department ensures the continuous
development of the human capital in an organization. It is important for an organization to
establish a relationship between the high-performance work procedure and the current
performance of an organization. For every organization, it is crucial to gain and sustain the
competitive advantages. During the economic recession, it is a great challenge for the

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organization to give more output with limited resources (Ulrich and Brockbank 2005). In this
situation, it is important for the organization to maximize the performance of the employees to
achieve competitive advantages in their organization. According to Sikora et al. (2015), high
performance working system acts as mediator or develops relationship between the management
and the line managers. The line managers and their human resource competency skill influence
the implementation of high performance working system. It is essential to scrutinize every
investment to ensure that it can give target returns from the investment. In order to keep
continued growth, an organization needs to invest in human capital development. Therefore, the
organization should have a preliminary calculation that such investment will give them
significant outcome. If the investment in human capital gives significant return then it will
enhance the profit margin otherwise the organization can face a huge loss.
The aim of the high-performance working is to stimulate the employee engagement to
ensure a high level of contribution from the employees (Taylor and Woodhams 2016). In order to
maintain a high level of performance, employee involvement is crucial. To establish a high-
performance working system open line communication, ethical behavior and transparency should
be maintained in an organization. These elements increase the employee satisfaction as well as
their performance. Investing in human capital development leads the employees to feel them as
the part of an organization. This influences the employees to fully engage in achieving the
business goal. As a result, the business performance can be maximized for long-term period.
Conclusion
The entire piece of work reveals the HR functions and its effectiveness in various sectors.
Recruitment, retention, development of positive culture, employee development, and employee

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engagement are the major HR objectives. It has been found that various organizations include
different strategies to deliver the human resource objectives in their organizations. On the other
hand, HR function varies based on the type and size of the organization. Small sized organization
focuses on employee engagement while large sized organization focuses on employee retention.
To maximize the performance of an organization, strategic human resource management is
crucial. Moreover, a high-performance working system needs investment in the human capital to
ensure the profitability as well as the high performance of the organization.

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