Case Study: HR Role in Unifying the Organization and Culture

This case study analyzes the crucial roles of Human Resource Management (HRM) in fostering organizational unity and cultural aspects, particularly within a hospital setting. The study highlights the challenges faced when HR responsibilities are delegated to middle managers without adequate training, leading to inefficiencies and disputes. It emphasizes the need for senior managers to provide leadership training and establish supportive organizational cultures that align HRM practices with middle management execution, including rewards and recognition. Furthermore, the case study explores the importance of HR sustainability, addressing issues like staff turnover and declining productivity by focusing on organizational competencies, work-life balance, and integrated strategies that incorporate employee relations. The conclusion underscores the evolving role of HR managers, who must adapt to new strategies and emphasize the importance of effective recruitment and HR capabilities to improve organizational culture and sustainability. The assignment provides insights into how to bring improvements in the roles of HRM and create a sustainable organization.

Running head: CASE STUDY
Role of Human Resource
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Executive Summary
The purpose of the report is to state the importance of HR roles in unifying the organization
and maintaining the cultural aspects in the organization. In the first case study the middle
managers are needed to give training, rewards recognition and proper recruitment so that they
can manage with the works of the HR manager and secondly the sustainable development of
the HR is needed so that they can work properly with the changing culture in the
organization.

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Table of Contents
Introduction................................................................................................................................3
Bringing improvements to the operation of Human Resource Manager: (Case Study)............3
Human Resource Sustainability.................................................................................................4
References..................................................................................................................................6

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Introduction
The statement derived from this case study is about the roles and responsibilities
played by Human Resource Manager in creating organization based on sustainability. In
these case studies, it is said in a Hospital, there is a lack of HR department facility and CEO
of that Hospital devolved the key responsibilities such as development training, leadership
and health management to the middle managers. However, the problem arises that the middle
managers do not really know about the roles and responsibilities of the HRM and their
implementation on the ground, this resulted to a lack of improvements and it brought a lot of
challenges in the field of Hospital. Accordingly this needs to be addressed about how to bring
improvements in the roles of HRM. Next case study deals with a hospital where it has a
responsible HR manager and take of the administration of the hospital properly. Therefore,
against this background it is important to know about the roles of Human Resource Manager
in creating a sustainable organization.
Bringing improvements to the operation of Human Resource Manager: (Case Study)
In the Case study of the first hospital, it has been said that due to the absence of a
dedicated HR manager, CEO and his finance manager was running the HR facility and they
devolved most of the key functions of the HR to the middle managers of the organization.
However, the managers has little knowledge about the policies of HR manager, this resulted
to the rise of confusion in the field of HRM and increased the industrial disputation and
higher level of staff shortages. Therefore, in this regard, it is important to give advices to the
CEO to bring improvements in the field of HR manager roles.
 The senior manager plays an important role in terms of directing the middle managers
in the organization. It is the responsibility of the senior managers to train the middle
managers properly in terms of executing work properly. Therefore in this respect
firstly, the proper senior manager is needed to be recruited to give proper training to
the middle managers. Other than this, the middle leadership in terms of devolution of
their power of the HR manager needs to be followed properly (Harding, Lee & Ford,
2014).
 It is important to give proper leadership training to the middle managers. It is
therefore, significant to extend the development programs of leadership in order to
incorporate the managers of all levels where the leaders can learn from each other
(Mollick, 2012).

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 In this respect, the mentorship programs can also bring improvements of the
leadership development program.
 It is important for the organization to give feedback to the middle managers about the
roles that they are playing of HRM from the executive leaders and also from the
employees who are working under him. Therefore, in this sense, providing a very
good feedback and giving recognition to their hard work would give them energy in
terms of skills of in leadership and also encourage the working of those employees
who are working under him (Van, Davis & Ventor, 2014; Susaeta & Suarez, 2013).
 The supportive culture of the organization needs to make sure that the practices of
Human Resource Manager are linked with middle manager in terms of
implementation of HR levels. It includes the rewards and recognition to the middle
managers who are working hard and executing their duties properly.
 With the proper training, if the middle managers implement the policies of HR
manager properly it would lead to the job satisfaction, employment turnover would be
reduced. For this the middle managers are needed to be aware of the functions of the
HR manager and then implement accordingly (Alfes et al., 2013).
 The middle managers need to start interacting with the employees and understand
their issues. He needs to act as a role model for everyone working under him.
Human Resource Sustainability
It has been stated that there is a crisis facing the Human Resource Management in
terms of staff turnovers which are increasing, declining in loyalty and the diminishing in the
growth of productivity. Therefore against this background, it is important to identify the key
features which can bring improvements in the HR sustainability in an organization (Enhert et
al., 2013).
 The need for Organizational competencies for the success of corporate must be
developed systematically. This incorporates building knowledge systematically and
making the diverse productivities and building the potential of human knowledge and
management. There should be an ongoing investment in gathering skills and
knowledge of the corporate sectors (Enhert, Harry & Zink, 2014).
 The organization needs to keep the right balance between the life outside work and
work. To acknowledge the significance of acquiring a life balance and work, the

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quality of working life is important. It has been stated that over 1300 managers stated
that the long hour working leaves a negative impact over the workers.
 Sustainability of the Human Resource is depending on the organization who are
pursuing an integrated strategy in which the relations of the employees are added to
the planning of the organization and also the process of implementation. It is
important for the organization to develop the capabilities of the organization to
combine the strategies and vision in order to make the performance better (Kozika &
Kaizer, 2012).
 The HR function can become the partners with the senior or line managers in
implementation of strategy by forming a link between the market place and
boardroom. The HR manager must ensure the efficiency in the organization by
making sure the administrative efficiency. The HR functions must be the agent of
changes, shaping the culture and the process and that brings improvements and
increases the organization’s capacity for bringing further transformations.
 At the lower level, the HR needs to advocate to become the coordinators, integrators
and mentors who is looking forward to link and include the capabilities of a human
into the structure of the organization and also including the practices of the
organization.
 The main challenge of HR who is responsible to move the organizations in order to
adopt the practices based on sustainability towards the strategies of organizations and
also a climate needs to be created which would focus on the potentiality.
 It is the responsibility of the company to build a profitable environment for the
managers in order to take care of their community. The HR manager must take care of
the common values, recruit people, develop the employees and also establish policies
for the works in order to create a sustainable environment in the organization.
 The increasing number of HR people who are going beyond their traditional roles and
now they focused in understanding what pushes the performance of the business and
also to concentrate on the capabilities of the employee for the near future.
Conclusion
Therefore to conclude, it could be state that the role of HR manager is changing with
time and space and they are overlooking the traditional ways in order to incorporate more
new strategies to bring improvements in the functions of the HR. The middle managers
according to the case study are needed to be trained properly so that they can implement

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the policies of the Human resource more carefully. The recruitment policy needs to be
effective in this sense. At the same time, building the HR capability to bring
improvements in the culture of organization is important.

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References
Alfes, K., Truss, C., Soane, E. C., Rees, C., & Gatenby, M. (2013). The relationship between
line manager behavior, perceived HRM practices, and individual performance:
Examining the mediating role of engagement. Human resource management, 52(6),
839-859.
Ehnert, I., Harry, W., & Zink, K. J. (2014). Sustainability and HRM. In Sustainability and
Human Resource Management (pp. 3-32). Springer Berlin Heidelberg.
Ehnert, I., Harry, W., & Zink, K. J. (Eds.). (2013). Sustainability and human resource
management: Developing sustainable business organizations. Springer Science &
Business Media.
Harding, N., Lee, H., & Ford, J. (2014). Who is ‘the middle manager’?. Human
relations, 67(10), 1213-1237.
Kozica, A., & Kaiser, S. (2012). A sustainability perspective on flexible HRM: How to cope
with paradoxes of contingent work. management revue, 239-261.
Mollick, E. (2012). People and process, suits and innovators: The role of individuals in firm
performance. Strategic Management Journal, 33(9), 1001-1015.
Susaeta, L., Suarez, E., & Pin, J. R. (2013). Economic crisis and communication: The role of
the HR manager.
Van Rensburg, M. J., Davis, A., & Venter, P. (2014). Making strategy work: The role of the
middle manager. Journal of Management & Organization, 20(2), 165-186.