The Role and Priorities of the Human Resource Management Function: Perspectives of HR Professionals, Line Managers, and Senior Executives

Ramlall, Sunil; Melton, Becky

doi:10.5296/ijhrs.v9i2.14492

Cited by 7 publications

(25 citation statements)

References 15 publications

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“…It is commonly assumed in the literature that the HR department plays an important role in an organization (Ramlall and Melton, 2018). This role requires continuous learning in various areas necessary to develop the organization and induce changes(influencing the decisions made by senior managers).…”

Section: Resultsmentioning

confidence: 99%

Implementation of Management 3.0: its consistency and conditional factors

Piwowar‐Sulej

Sołtysik

Różycka-Antkowiak

2022

JOCM

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PurposeRapid changes in the business environment and the accelerating dynamics and increasing complexity shaping the functioning of organizations have given rise to modern concepts of people management. The Management 3.0 (M3.0) concept was developed based on agile project management concept; however, it can be implemented not only in projects, but also in the entire organization. It consists of six pillars such as: energizing people, empowering teams, aligning constraints, developing competencies, growing structure, and improving everything. The paper aims to present the relationships between the level of implementation of the above-presented pillars and such variables as the scope of use of agile project management methodologies, and project managers' (PMs) as well as HR practitioners' knowledge in this area.Design/methodology/approachMembers of PMI and IPMA representing 34 companies located in Poland took part in the research which was based on a CAWI method.FindingsResearch shows that the level of M3.0 implementation – in terms of its six pillars – is internally consistent but mostly on a “defined” level. No correlation was observed between the implementation of M3.0 and the frequency with which agile project management methodology is applied. On the other hand, there is a strong correlation between the level of PMs' knowledge and the implementation of some of the M3.0 pillars. HR specialists' knowledge in the field of M3.0 is not associated with organizational advances in the implementation of M3.0.Originality/valueAs the first research project in the area of M3.0, this study proposes practical implications as well as topics which require further empirical exploration.

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Section: Resultsmentioning

confidence: 99%

Implementation of Management 3.0: its consistency and conditional factors

Piwowar‐Sulej

Sołtysik

Różycka-Antkowiak

2022

JOCM

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“…Comparatively, HRM ensures the support of employees through recognizing effort and hard work, enhancing fair employment practices, training and development, and managing employees' talent to demonstrate aptitude. In this case, the HR managers have the control to ensure that workers succeed and improve the ability of the business to become the best employer (Ramlall & Melton, 2019).…”

Section: Crucial and Useful Informationmentioning

confidence: 99%

“…Conversely, understanding the roles and attributes of non-HR managers is crucial (Ramlall & Melton, 2019). In this case, since not every employee can be a manager or a leader, non-HR managers should portray specific qualities.…”

Section: Crucial and Useful Informationmentioning

confidence: 99%

“…At the same time, HR managers have people-focused responsibilities that they are supposed to perform while on duty, including enforcement of the company's policies to create an environment with respect, responsibility, and accountability (Ramlall & Melton, 2019). Also, HR managers facilitate staff management through hiring new employees, conducting interviews, and training.…”

Section: Crucial and Useful Informationmentioning

confidence: 99%

“…Research skills include the critical skills learners acquire during their learning, and they apply to practical aspects like collecting, evaluating, and analyzing data and deducing solutions to the prevailing problem(s) (Ramlall & Melton, 2019). Upon completing an HRM program, the successful learner will have developed strong skills in conducting critical research on different areas of specialization.…”

Section: Analytical and Research Skillsmentioning

confidence: 99%

See 2 more Smart Citations

Learning Human Resources and Applying it to Real-Life Situations

Ouanhlee¹

2023

IBR

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This study aimed to demonstrate some parts of human resources management, more specifically, to show the application of knowledge in human management and real-life situations. The research explores some aspects of human resources analysis, including enterprise management, fundamental analysis, planning, and monitoring. This analysis demonstrates the integration of knowledge in real-life situations after successfully learning the Human Resources Management (HRM) program. In this case, it tends to critically demonstrate how an individual can apply knowledge from learning HRM to perform their daily tasks. It discusses the previous development of HRM processes and how it has evolved in modern business management. Also, the analysis elaborates on the basic understanding of HR resources for non-HR managers and the application of knowledge in real-life situations, research projects, entrepreneurial businesses, and large corporations. Effective managers must demonstrate efficient skills since they play fundamental roles in business, such as recruitment, employee training, and performance appraisals. Therefore, they must incorporate excellent communication, analytical, organizational, and managerial skills. Furthermore, this analysis highlights HR managers' practices and processes, including employment policies and technology, to enhance employee commitment and work efficiency.

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Human resource executives' relative pay and firm performance

Chadwick,

Guthrie,

Xing

et al. 2024

Human Resource Management

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To operationalize the extent to which firms place a strategic emphasis on human capital and human resource management (HRM), we draw on the strategy field's dominant logic theory and on the emerging literature on executive compensation for the heads of major firm functions, such as HRM. Specifically, we investigate whether the pay of human resource executives (HREs) relative to other members of top management teams (TMTs) is related to firm performance. After controlling for the endogeneity of HRE status as one of the highest paid executives on the TMT, we find in a comprehensive sample of the largest US firms that HRE relative pay is positively related to firm financial performance, specifically Tobin's Q. We also find that the relationship of HRE relative pay with Tobin's Q is stronger in relatively smaller and younger firms in our sample. The findings suggest that a strategic emphasis on human capital and HRM leads to higher firm value.

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The Role and Priorities of the Human Resource Management Function: Perspectives of HR Professionals, Line Managers, and Senior Executives

Cited by 7 publications

References 15 publications

Implementation of Management 3.0: its consistency and conditional factors

Implementation of Management 3.0: its consistency and conditional factors

Learning Human Resources and Applying it to Real-Life Situations

Human resource executives' relative pay and firm performance

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