Human Resource Management Assignment: Roles and Strategies

This assignment solution addresses key aspects of Human Resource Management. It begins by exploring the changing role of HR, emphasizing the need for dynamic shifts in HR functions to reshape organizations and gain a competitive advantage through organizational transformations and employee engagement. The solution then delves into Mintzberg's ten managerial roles, categorized into interpersonal, informational, and decisional roles, highlighting their significance in effective leadership. Finally, it examines Rothwell and Kazanas' strategic model of HRM, outlining the steps involved in integrating human resources with the overall business strategy, including strategic training, performance standards, and the development of future working environments. The assignment includes references to support the analysis.

RUNNING HEAD: HUMAN RESOURCE MANAGEMENT 0
2020
Human Resource Management
Student’s Details-

HUMAN RESOURCE MANAGEMENT 1
Question 1
There is changing role of HR which requires the dynamic shifts in the HR functions and roles
which has an impact on the reshaping of the organizations. This can be possible through setting a
scene for the competitive environment through the organizational and transformations made for
the organizational culture which can be helpful in the gaining of the competitive advantage
(Malik, 2016). Making organizational transformations requires the changing of the roles and
responsibilities and also making effective contributions in the employee engagement and
employee participation which are the guiding forces for getting competitive advantage over the
competitors. Moreover, the new role of HR is focused on the building up of the organizational
culture which properly aligns with the business goals.
The change in the organizational culture involves the changes in the way employees interact and
behave into the organization. This involves increase in the communication of the departments
and making employee engagement as the strategic priority for the organization (Dubey, et al.,
2017). There is positive impact of employee engagement on the business growth. The new role
of HR is also derived from making investments into HR technologies which can certainly lead to
more engaged workforce which can lead to productivity of the organization’s productivity. The
organization make the changes in the structure which can influence the organizational culture
and can certainly lead to the increase in the interaction which will reduce the isolation and set the
functions strategically to gain competitive advantage.
Question 2
It is not wrong to say that leaders with lack of managerial skills can lose their vision. There ten
roles that managers play in the organizations which are applicable at the workplace. According
to Mintzberg, there are ten management role which are played by the leader into the
organization. These are divided into three categories which are interpersonal, informational and
decisional category (Altamony & Gharaibeh, 2017). In interpersonal roles, there are figurehead
for the legal responsibilities and acting as a source of inspiration. There is leader who will
manage the performances of the group and lastly there is liaison in this category. Liaison are
responsible for making contacts with others through communicating effectively.

HUMAN RESOURCE MANAGEMENT 2
The second category in the Mintzberg’s roles is informational roles. Under this category, there is
monitor which seeks information from the organization and asks for the changes accordingly.
There is disseminator which will provide the potentially useful information to all the members.
Lastly, there is spokesperson who speaks on behalf of the organization (Kumar, 2015). Third
category under the Mintzberg is the decisional roles which includes entrepreneur for creating and
managing the change and disturbance handler for taking charge of the unexpected events.
Further, there is resource allocator who determines the resources of the organization are applied.
Lastly, the leader plays the role of negotiator which makes important negotiations with the team
and the departments. These are ten roles that the leader plays into the organization.
Question 3
Rothwell and Kazanas strategic model of human resource management elaborates that there
should be inclusion of the human resources and also this should be seen as the overall business
strategy. According to this model, the organization must make better interactions with human
resources (Bailey, et al., 2018). This model involves the step of strategic training for recognizing
the strategic needs of the employees. Further, the second step is based on the strategic orientation
for setting standards of performance for the managers and the executives. Third step is related
with identification of key characteristics of the learners who are exposed for strategic training
which can include the motivation and strategic thinking skills.
Furthermore, forth step is related with the development of future working environment where the
managers and the employees will apply the newly acquired skills. Fifth step is made to ensure
that the training provided has the capacity to meet the future challenges and their actions are
responsible for human resource management. Sixth step is related with the development of
instructional objectives (Boxall & Pucell, 2016). Seventh step is concerned with strategically
oriented tests. Eight step describes the arrangement of the training objectives in the sequence.
Ninth step elaborates the selection of appropriate delivery method which can be directive and
non-directive training. Tenth step is concerned with the selection of the content for the training
which will be treated as training material. Lastly, training is successfully being presented and
organized. These are the steps involved in the strategic model of Rothwell and Kazanas which
emphasize on the inclusion of human resources.

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References
Altamony, H. & Gharaibeh, A., 2017. The role of academic researcher to Mintzberg’s
managerial roles. International Journal of Business Management and Economic Research, 8(2),
pp. 920-925.
Bailey, C., Mankin, D., Kelliher, C. & Garavan, T., 2018. Strategic human resource
management. s.l.:Oxford University Press.
Boxall, P. & Pucell, J., 2016. Strategy and Human Resource Management. 4th ed. London:
Palgrave.
Dubey, R. et al., 2017. Examining the effect of external pressures and organizational culture on
shaping performance measurement systems (PMS) for sustainability benchmarking: Some
empirical findings. International Journal of Production Economics, Volume 193, pp. 63-76.
Kumar, P., 2015. An analytical study on mintzberg’s framework: Managerial roles. International
Journal of Research in Management & Business Studies, 2(3), pp. 12-19.
Malik, A., 2016. The role of HR strategies in change. In: Organizational change management
strategies in modern business. s.l.:IGI Global, pp. 193-215.