A Comprehensive Report on Managing and Coordinating the HR Function

This report delves into the multifaceted realm of Human Resource Management (HRM), exploring its critical role in achieving organizational objectives and navigating contemporary challenges. The report begins by outlining the significance of HR functions in fulfilling organizational goals, emphasizing the importance of talent acquisition, training, and ethical considerations. It examines how HR functions evolve in response to changing business environments, highlighting the need for professionalism and ethical conduct within the HR department. The report also investigates various strategies for delivering HR objectives, including effective planning, control mechanisms, and the ability to adapt to different organizational sizes and industry sectors. Furthermore, it analyzes change management theories, specifically Lewin's Change Management Theory and the McKinsey 7-S Model, to provide a comprehensive understanding of how organizations can successfully implement and manage change. The report emphasizes the importance of adaptability, strategic planning, and ethical practices in ensuring the effectiveness and profitability of HR functions.

Running Head: Managing and Co-coordinating the Human Resources Function
Managing and Co-coordinating the Human Resources Function
[Document subtitle]

Managing and Co-coordinating the Human Resources Function
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Table of Contents
Answer 1..........................................................................................................................................1
Examples of Organizational Objectives.......................................................................................1
How the HR functions are evolving in Contemporary Organizations.........................................2
Justification regarding HR Management in a Professional or Ethical Manner............................2
Answer 2..........................................................................................................................................3
Ways of delivering HR Objectives in an Organization................................................................3
How HR functions differently from Organization to Organization.............................................4
Answer 3..........................................................................................................................................5
Answer 4..........................................................................................................................................8
Method and Criteria of HR function contribution Analysis........................................................8
Answer 5........................................................................................................................................10
Introduction................................................................................................................................10
Findings......................................................................................................................................10
Justification................................................................................................................................11
Impact of human capital and high-performance working on organizational practice...............11
References......................................................................................................................................13

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Answer 1
Generally, it can be said that the human resource management is an important concept nowadays.
It does not only associated with the organizations but also associated with their different
departments. It plays an important role in the fulfillment of the objectives of an organization. In
the absence of the human resource functions, an organization cannot get success in its future and
never able to get the competitive advantage over its competitors.
Examples of Organizational Objectives
HR function is responsible for a large number of organizational objectives that are determined by
the top department of the organization. The first one organizational objective that is
accomplished by the HR functions is the achievement of efficiency and effectiveness in business
operations. HR functions fulfill this organizational objective by providing necessary training and
hiring good talent. Another objective of an organization that will fulfill the HR functions is the
hiring of the right candidate with the right skills and abilities (Armstrong, 2014). A good talent
always becomes the reason of organizational success. In the absence of perfect matching talent,
an organization never able to achieve its ultimate goals. Therefore, HR functions fulfill this
objective of the organization by performing a large number of efforts in right direction. Due to
all some efforts of the HR department, it becomes the necessity of the organizations.
Furthermore, another organizational objective that is fulfilled under the control of HR
department is the resolution of the legal, social, ethical, and environmental issues of the
organizations. These issues can significantly manage the HR department other than any
department. It is because of their specialization and expertise in this resolution. Thus, it can be
said that the organizational objectives are highly associated with the HR functions.

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How the HR functions are evolving in Contemporary Organizations
Generally, it can be said that HR has been on a long and sometimes complex journey through
which it has redefined itself with respect to its role in an organization, or as a profession. Human
resource functions play an important role to help an organization to attain its corporate social
responsibility objectives. HR function can easily evaluate as value added by seeing its
obligations and responsibilities performed by it towards the attainment of organizational
objectives. It is the HR functions which helps the management of an organization in the
continuing evolution of the policies and personnel programs and preparation adoption. In the
absence of such cooperation and support from HR function an organization never able to manage
its functions as well as its employees. It adds value by adding a large number of internal and
external support functions like talent hiring, training and development, motivation and various
others. Apart of this, the main reason behind its continuous evolvement in the contemporary
organization is its supports in delivering skilled workers through the scientific selection process
(Brewster, 2017). Due to all such importance, HR functions are evolved and evolving in a large
number of contemporary organizations.
Justification regarding HR Management in a Professional or Ethical Manner
It is necessary for the organizations to manage the HR functions in a professional and ethical
manner to ensure its usability and profitability. The role of the HR is one that rests at the heart of
every business organization and thus needs professionalism and ethical consideration in its
behavior. Ethics in HR management is necessary to follow for maintaining the company
reputation and brand awareness. On the other hand, professionalism in HR management comes
with the efficient business policies and more effective solutions (Beardwell, 2014). Thus, it can

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be said that it is necessary for the organizations to maintain the professionalism and ethical
consideration in HR functions. This ensures high profit with more accurate decisions.
Answer 2
Ways of delivering HR Objectives in an Organization
There are a large number of HR objectives associated with an organization. An organization can
follow a large number of ways to fulfill its different HR objectives. Some objective of HR are;
Manpower planning, recruitment, selection, or placement of personnel, development, and
training of employees, performance appraisal of employees, remuneration, and setting specific
and general policies of organizations. These objectives of an organization can fulfill by adopting
different ways. Some of them are following:
 Effective strategies and proper planning: The first and the foremost method by which an
organization can deliver the HR objectives is the development of effective strategies and
proper planning. Strategy and planning have such capacity to change the outcome of an
organization. The efficient planning and strategy formation help the organization in
maintaining a proper record of associated tasks and deliver them on a timely basis. Proper
planning and strategies enhance the effectiveness by avoiding the waste and enhance the
effectiveness of business operations (Jiang, 2017). Thus, it can be said that strategy
formation and planning is necessary to maintain the functions in the desired manner and
record them properly.
 Controlling: The second and the most important way of managing the effectiveness of
HR objectives and accomplishing them on a timely basis is the proper control. It is
necessary for every activity. It is because control assures more productivity and

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efficiency by eliminating the mistakes. Furthermore, by putting control over HR
activities, the management of the organization can maintain their usability and
effectiveness.
Thus, it can be said that the management of an organization needs to follow both of these
recommended steps to deliver the HR objectives in an effective manner. Both of these improves
the functions deliverability by controlling unnecessary actions and mistakes among them (Kehoe,
2013). Therefore, the management needs to utilize these steps to maintain the efficiency and
usability.
How HR functions differently from Organization to Organization
The current market scenario hosts an ever evolving array of difficulties and complexities for
human resource management to navigate. Priorities of human resource management always
changed with the change in the size and sector of the company. As per the size of the company,
HR challenges and functions will be different from HR functions of large size company. Large
and the small companies mainly differ in terms of time, money, and resources. Still, all
organizations whether large or small need to recruit talent to run the day to day operations.
Generally, the smaller organizations have altered HR practices, but larger organizations do not
have these due to the difference in legal and workplace requirements. In the small business
houses, resource and time restrictions which limit their hiring efforts. In the case of such
restriction, the internal job posting is utilized to hire mid and senior individuals. On the other
hand, a large size firm has enough money and time to spend it on recruiting (Knowles, 2014).
They typically have a large number of recruitment options and utilize enough selection processes
in making recruitment decisions. Due to this, it can be said that difference in HR functions exists
in small and large level organizations.

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Apart of this, the difference in HR functions also exists within the different industries. Generally,
it can be said that the uniqueness and significance of the HR approach in different industries are
governed by two factors. These factors are the evolution stage and the type of industry in which
it operates. In the case of manufacturing industry, the most HR functions are ‘process centric.' It
means that an individual does not deviate from the procedures for fear of establishing a different
precedent and getting trapped in unnecessary issues. On the other hand, in the hospitality
industry, the HR functions is ‘customer centric.' It is because the HR processes in Hospitality
sector mainly consider the interest of customers and their guests (Sparrow, 2016). Thus, it can be
said that difference is also existing in HR functions of different industries. This difference in HR
functions enhance complexity and make it’s a challenging job.
Answer 3
Change is considered a common thread that operates through all businesses regardless of age,
size, and industry. Our world is dynamic in nature, and changes are continuously happening
there. The organizations which manage such change effectively can survive for a long time. Such
change can successfully manage with the change management plan. I am a concept familiar with
the different organizations today. But the management of change mainly depends on the nature
of a business organization and people involved in it. And an important part of this lies on how
well the people within the firm understand the change management. Change can successfully
manage with the help of different change management theories. These are Lewin's change
management theory, McKinsey 7-S Model, and Kotter’s 8 Step Change Model (Booth, 2015).
The combination of all these theories successfully helps an organization to manage the change
successively. But, Lewin's change management and McKinsey 7-S model are two important

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theories which are necessary to consider in Change Management. The detailed explanation of
these theories are following:
Lewin’s Change Management Theory
This theory of change management is propounded by Kurt Lewin in 1950s. At that time, Lewin
noticed that people want to prefer and operate within some kind of safety zones. He introduced
three change management stages which are following:
 Unfreeze: A large number of people perform an active effort to resist change. In order to
deal with such situation, a period of unfreezing and thawing should initiate through
effective motivation (Hayes, 2014).
 Transition: The second and the other stage of the Lewin's change theory is a transition.
As and when the change is initiated, the organization turns into a transition period. At this
stage, effective reassurance and leadership are required to perform this with success.
 Refreeze: As and when the change is accepted, it is implemented effectively. After the
refreezing, the organization becomes stable again, and staff started work under the new
guidelines and rules.

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Thus, it can be said that the Lewin’s change management theory is a good option in front of the
management to manage change. Apart of this, it is easy to use, and a large number of
organizations prefer this to launch major changes.
MsKinsey 7-S Model
This model of the change management offers a holistic approach to companies. It introduced by
Robert Waterman, Richard Pascale, and Tom Peters. It has seven factors that work as a collective
agent of manage change. These are; skills, shared values, staff, style, strategy, systems, and
structure.
Kurt Lewin's Model is the most useful change management model than others. It orders to use
this model; the organization needs to identify the changing focus first. While finding the
changing focus, they need to concentrate more on the implementation of a bar-code scanning
system of medication delivery. This will help the organization in implementing the Lewin's
theory effectively to manage change. After finding the changing focus, the management of
organizations needs to communicate the key facts with the stakeholders including managers,
administration, and staff. This will help the organization in creating a sense of trust and security
regarding the proposed change. At the final stage of this theory, the change process occurs in a
practical manner and leads to a time of evaluation and stability (Cameron, 2015). After
successful implementation of Lewin's theory, it is evaluated by using a large number of tools and
techniques. Testing and controlling is one important measure of evaluation among them. With
the help of testing, the organization finds out the problems encountered, and challenges. Thus, it
can be said that change management is necessary for every organization to maintain their

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profitability. Theories of change management help the management in performing such task
effectively.
Answer 4
Method and Criteria of HR function contribution Analysis
HR performs an effective role in the achievement of an organization ultimate objectives. Its
contribution to the success of an organization can judge by using different criteria and methods.
The HR functions contribution cannot measure easily because of its inherent complexities. But,
in the absence of the contribution measurement, it will continuously struggle with the shake off
its administrative image. On the basis of following criteria, HR functions contribution can judge
effectively.
 The efficiency of Company policies: Generally, the policies of an organization plays an
important role in controlling and managing its current as well as future performance.
Effective policies come with the fruitful outcomes. Thus, the efficiency of policies is big
and important criteria on the basis of which the success and performance of an
organization can judge effectively.
 Talent Management Process: Another and the important criteria for evaluating the HR
function contribution is the talent management process of the company. Hiring a talent is
quite easy but managing that talent is very difficult. So, HR department needs to come
with effective and efficient strategies. Thus, on the basis of these talent management
strategies, HR function effort can strongly measure. This will gives a glimpse about its
expertise and efficiency.

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 Conflict Management: It is the other criteria on the basis of which the performance of HR
department can evaluate appropriately (DeGeest, 2015). The conflict between the staff
members often arises in the company. It is the responsibility of the HR department to
manage such conflicts and helps them in working at a common place mutually. On the
basis of conflict management ways, one can easily judge the efficiency of the HR
department.
Apart from these criteria, HR department contribution in an organization can also judge by using
different methods and approaches. These methods are following:
 Audit Approach: Human resource management audit is considered a process of
measuring the contribution of HR function. Audit approach performs this by analyzing
the technical work in the form of a systematic gathering and evaluating HR policies, and
systems based on the evidence. With its analysis, it comes with the verifiable data on the
HR function which clarifies the HR contribution towards the success of the organization.
In the case of the comprehensive audit system, all activities concerned with the HR like
employee hiring, performance management, industrial relations, and employee well-
being is analyzed to find out the HR contribution towards the organization. Thus, it can
be said that Audit approach is the best method to measure the HR contribution towards
the success of a particular organization.
 Analytical Approach: Another approach to HR function evaluation is the analytical one.
This approach mainly depends on cost-benefit analysis. Therefore, it is also known as
utility analysis (Cooke, 2014). This approach mainly measures the HR contribution by
evaluating the employee hiring, appraisal systems, and training or turnover. This

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approach has a wide applicability and comes up with the strong result to evaluating HR
contribution.
With the help of both the methods and the contribution measurement criteria, an organization can
successfully judge the contribution of HR functions in company success. This will also give a
glimpse about the drawbacks which need to take care of.
Answer 5
Introduction
This question discusses the paper written by Yousif El – Ghalayini. It is titled as “Human
Resource Practices and Organizational performance in Public Sector Organization (El-Ghalayini,
2017)
Findings
The findings of this paper mainly conclude that there was an uptake of three different practices
of human resource management which collectively form the recruitment and staffing bundle.
These are the bundles that rely heavily on internal resources, extensive socialization process, and
explicit socialization process. In addition, it also indicates that there is a strong relationship
between the HR practices and the organizational outcomes. Improvement in HR practices
continuously brings profit in the organization. The findings of the paper also depict that the
training and development programs of HR focus more on the long-term and more employee
development practices. Due to such initiative from the HR department, they able to enhance the
organizational outcomes. In addition, the paper shows the bivariate relationship between the
organizational outcomes and the HR practices. Furthermore, the research also depicts that there
is highest association between job satisfaction and the training and development. One of the

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main findings of this research paper is that some HR practices like training and development, job
satisfaction and motivation highly demonstrate the working of an organization. Finally, the paper
concludes that the greater understanding of the HR practices plays an important role in
enhancing organizational performance.
Justification
After studying the findings of the paper, it can clearly demonstrate that the research paper
outcomes is not as effective as it needs to be. The reason behind it can be different like
knowledge of HR and its concepts. This can make more convincing by focusing more on
examples. With the help of examples, the writer can make it more convincing and understanding.
Apart of this, the writer also able to attract the immediate attention of the readers (Alfes, 2013).
Thus, it can be said that the writer needs to include more convincing facts which clearly mention
the relationship between the HR practices and organizational performance.
Impact of human capital and high-performance working on organizational practice
Human capital is considered the most important assets of an organization. Generally, it can be
said that the human capital and high performance working influence the organization practice in
a positive manner. It is because high-performance working and human capital help the
organization in do not only enhancing the skills but also increases their potential to work
efficiently and aggressively. The promotion desire of employees enforces contribution of human
capital so that organizational objectives can achieve in an effective manner. Thus, it can be said
that high-performance working and human capital brings positive changes in the performance
and practices of an organization.

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References
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human
resource management practices, engagement and employee behaviour: a moderated mediation
model. The international journal of human resource management, 24(2), 330-351.
Brewster, C., & Hegewisch, A. (Eds.). (2017). Policy and Practice in European Human
Resource Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.
Beardwell, J., & Thompson, A. (2014). Human resource management: a contemporary
approach. Pearson Education.
Booth, S. A. (2015). Crisis management strategy: Competition and change in modern
enterprises. Routledge.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Cooke, F. L., Saini, D. S., & Wang, J. (2014). Talent management in China and India: A
comparison of management perceptions and human resource practices. Journal of World
Business, 49(2), 225-235.
DeGeest, D. S., Follmer, E. H., Walter, S. L., & O’Boyle, E. H. (2015). The benefits of benefits:
A dynamic approach to motivation-enhancing human resource practices and entrepreneurial
survival. Journal of Management, 0149206315569313.

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El-Ghalayini, Y. (2017). Human Resource Management Practices and Organizational
Performance in Public Sector Organization. Retrieved 6 July 2017, from http://jbsq.org/wp-
content/uploads/2017/03/March_2017_4.pdf
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
Jiang, K., Hu, J., Liu, S., & Lepak, D. P. (2017). Understanding employees’ perceptions of
human resource practices: effects of demographic dissimilarity to managers and
coworkers. Human Resource Management, 56(1), 69-91.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource
practices on employees’ attitudes and behaviors. Journal of management, 39(2), 366-391.
Knowles, M. S., Holton III, E. F., & Swanson, R. A. (2014). The adult learner: The definitive
classic in adult education and human resource development. Routledge.
Sparrow, P., Brewster, C., & Chung, C. (2016). Globalizing human resource management.
Routledge.