Following advanced technologies, traditional techniques are rapidly being substituted by novel-age methods. Globalization is on the rise and organizations are spreading out all across the globe, no longer limited by geographical hindrances (Hazimah, Mat & Barrett, 2015). In addition to the mayhem of rising and falling economies are stringent regulations and laws passed, resulting to a frequent void waiting to be filled with efficient policies that adhere to all lawful guidelines. In the middle of all this, is a function significant but constantly ignored, and this is the Human Resource function (Staff Writer, 2017). In an effort to integrate the strategies and functions of a business across various ideas, cultures, services, and products, the role of HR managers is frequently evolving, especially in public management.
Initially, it was all about a policing operation with a transactional output in instilling discipline. Today, however, HR managers are taking up the role of strategic advisors and tactical implementers in businesses (Hazimah, Mat & Barrett, 2015). With added authority comes new dependability, and HR managers today are expected to be equipped with the correct knowledge and skills to guide these transformations. The contemporary HR sector is seen as a tactical commerce associate, and a leader for transformation in addition to being a supporter for both the organization and its staff (Staff Writer, 2017). In those roles, the organization therefore expects the HR managers to be more actively involved and integral in business until they are able to develop labor force approach that caters to the needs of the company.
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It is also expected that the HR manager must work hard to bring the best out of each worker through creation of the right HR processes right from worker participation, performance management, compensation and benefits, hiring and retention, and learning and development (Hazimah, Mat & Barrett, 2015). Overall, Staff Writer (2017) poited out that the HR must offer calculated path on how to best organize present workers for headship roles via carefully planned succession planning.
References
Hazimah, N., Mat, N., & Barrett, R. (2015). ‘Understanding the line managers’ HRM role expectations: Does size matter?’ Asian Social Science , Vol. 11, No. 16. Pp. 118 – 125.
Staff Writer. (2017) ‘ New expectations from HR professionals .’ Retrieved on 30 May, 2019 from https://www.hrtechnologist.com/articles/payroll-administration/new-expectations-from-hr-professionals/
