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