New HR Roles To Impact Organizational Performance: From“partners ...
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keyboard_arrow_downTitleKey TakeawaysFAQsAll TopicsBusiness and ManagementDownload Free PDF
Download Free PDFNew HR roles to impact organizational performance: Frompartners toplayers
Ogar Unimke1997, Human Resource Management
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Sign up for freearrow_forwardcheckGet notified about relevant paperscheckSave papers to use in your researchcheckJoin the discussion with peerscheckTrack your impactKey takeaways
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- HR must evolve from a business partner to a strategic player to enhance economic value.
- Measurable economic outcomes, such as shortened training cycle time, are critical for HR effectiveness.
- HR's role in mergers and acquisitions can significantly influence organizational culture and performance.
- Organizations must assess HR's impact on operational and financial outcomes to align with business strategy.
- The future of HR relies on demonstrating its economic value through strategic alignment and cultural transformation.
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FAQs
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What new roles are HR adopting to enhance competitive advantage?addThe paper reveals that HR is transitioning from a 'business partner' to a 'strategic player,' emphasizing economic value delivery to both internal and external customers.
How does HR influence organizational performance through culture change?addResearch indicates that HR's role in cultural transformation is vital, potentially offering the highest leverage on economic performance, as seen in successful firms like Southwest Airlines and Wal-Mart.
What role does HR play in mergers and acquisitions?addHR can significantly impact M&A success by ensuring thorough due diligence of 'soft assets' like culture and intellectual capital, which is often overlooked.
What metrics are essential for measuring HR's economic impact?addThe paper emphasizes using operational and financial performance metrics, such as customer satisfaction and return on assets, to assess HR's contribution to economic value.
How does the choice of business strategy affect HR practices?addDifferent strategies, like operational excellence versus product leadership, necessitate tailored HR practices that align workforce behaviors with strategic business objectives, maximizing performance.
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Strategic participation is important for HR professionals who wish to have increased infl uence in their organizations. While a number of previous studies have suggested a link between strategic human resource management and fi rm performance, few have explored the specifi c factors enabling HR strategic participation. This study examines the impact of HR service quality and expectations of HR contributions on HR strategic participation. A total of 244 survey responses were received from 42 companies in Taiwan. All hypotheses were supported, thus signifying signifi cant relationships between HR service quality, expectations of HR contributions, and HR strategic participation. The study results also indicate that HR professionals are able to proactively increase the value of HR in organizations by enhancing HR service quality and addressing potential internal customers' needs accordingly.
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downloadDownload free PDFView PDFchevron_rightREWARD AND COMPENSATION STRATEGY: ISSUES AND CHALLENGESSami A KhanManagement & Change, 2000
The procurement, development and retaining of employees have never been so important than today in most of the organizations worldwide. Companies are relentlessly searching for ways to retain their core employees. Understanding the interlinkages between peljormance management strategy, training and development strategy. compensation strategy. and deployment of employees has become very vital for attracting, motivating and retaining good employees. In this era of restructuring and downsizing, much needs to be done by the employers to motivate their employees. The companies who are restructuring themselves are finding it difficult to keep up the morale of their employees. In many cases. the huge incentive and performance related pay systems have failed, and the psychological contract between employees and employers is under the process of redefinition. To sustain the motivational level of employees. organizations must demonstrate to them a close link between performance and rewards. This is the rationale which is advocated for the Lise of merit pay. But in spite of its attractiveness. the PRP and ESOP sometimes bring about results precisely the opposite from the desired ones. The role of HR manager has to be a facilitator's one to encourage line managers in creating such an environment. The communication level between the different st'akeholders is also required to be high to dispel any misunderstanding and then a right kind of performance based work culture can be nurtured.
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