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Human Resource Management (HRM) has become one of the most important management activities, practised by most of the organizations throughout the world. The functionality of HRM is not only restricted to recruitment and selection, but also to contribute towards organizational success through strategic and generic HR functionality (Stone and Deadrick, 2015, p. 139). However, as long as the responsibilities of HR practitioners have increased largely, most of the organizations are looking for HR personnel with many competencies such as communication, organizational awareness etc. The key question of the current assignment concentrates upon the competencies required for functional and strategic hr practitioners.
The HR practitioners must have clear idea about the importance of these competencies, which are essential for them to perform effectively for meeting the HRM goals and objectives of their organizations. However, the interrelationship between the functional and strategic HR competency extents and their apparent significance towards strategic and functional HR responsibilities has not been given too much importance. Many key competencies that are relevant and are relatively important to functional and strategic HR responsibilities have been concluded within the current literature review (Glaister et al. 2014, p. 1789).
Most of the strategic HRM researches based on competency requirements for strategic and functional Human Resource (HR) practitioners have mostly concentrated upon evaluating the generic HR competencies for HR practitioners using a Universalist method. This method has led towards the difference between strategic and functional HR competencies, and an acceptance that the prior competency is holding greater importance than the latter for successfully performance within the HR territory. The academic article also suggested various theoretical recommendations upon development and selection programmes for the HR personnel. The article also explains the importance of all the HR competencies at both functional and strategic level for both professional growth of the HR practitioners and the performance enhancement of the organizations. In addition, the academic articles also stated the consequences of not having those competencies for the organizations towards achieving business efficiency.
Critical Thinking Analysis
At the functional level, the HR practitioners must have the capability to analyse a particular situation critically. This way, it will help the HR practitioners to have an overall insight of the situation to react quickly and effectively (Clardy, 2008, p. 183).
Most of the organizations throughout the world are implementing advanced technologies within their business and operations including all the departments such as manufacturing, finance, marketing and HR. Advanced technologies are the most sophisticated tool for accomplishing the management tasks. Therefore, it is very important for the HR practitioners to become technologically sound (Kormanik et al. 2009, p. 501).
The HR practitioners should have the ability to research both at the primary and secondary level, as the research will help the HR practitioners to obtain valuable information and resources (Glaister, 2013, p. 211).
The HR practitioners should also have the quantitative skills in order to perform all the HR tasks at the functional level individually (Lo et al. 2015, p. 2309).
Critical Legal Thinking
The HR practitioners should also have knowledge about the legal requirements and the consequences effectively in order to avoid any issues while complying with such legal requirements (Ulrich and Dulebohn, 2015, p. 188).
The HR practitioners should have the ability to integrate their teams effectively for enhancing the overall team performance. The HR must have the knowledge about every responsibilities associated with the HR job roles within their teams (Cohen, 2015, p. 205).
Strategic and Organizational Leadership
The HR practitioners must not only have the competency to perform individually, but also have the ability to identify the competencies of their team members to lead them through the correct path in order to utilise their talents effectively. Therefore, leadership is one of the key competencies of the HR practitioners at the functional level (Novak et al. 2015, p. 593).
Negotiation and Influencing
Both negotiation and influencing capability are crucial for the HR practitioners to become successful HR personnel in order to manage and to enhance the overall team performance for improving the contribution of the entire organization towards organizational success. In addition, it is also important for the HR practitioners to influence their team members for enhancing their performance or for improving the performance of the non-performing employees (Kormanik et al. 2009, p. 501).
Relationship management is key competency of HR managers to develop a strong professional relationship with their team members. This will help the HR practitioners to track overall situation of their teams, including the performance, motivation and various other aspects of each member (Ulrich and Dulebohn, 2015, p. 188).
Ethical Behaviours and Professionalism
Just like any other key management roles and position, a HR practitioner is expected to behave ethically and to concentrate upon each employee. In addition, the HR practitioner must show professionalism towards their roles and responsibilities (Glaister et al. 2014, p. 1789).
On the organizational level competency, the HR practitioners must have emotional intelligence in order to tackle any organizational issues effectively by managing and influencing their team members (Glaister, 2013, p. 211).
The HR practitioner should have the capability to conduct project management effectively in order to help improving the overall performance of their organizations (Cohen, 2015, p. 205).
Decisions-making skills are also essential for the HR practitioners in order make effective and quick decisions regarding any organizational issues or strategies that require immediate actions. Decisions-making skills are essential through every level and department of an organization. The decision-making skills also hold significant roles in strategic level (Stone and Deadrick, 2015, p. 139).
The HR manager should have the idea about the vision, goals and overall objectives of the organizations and their business in order perform effectively as per the guidelines (Ulrich and Dulebohn, 2015, p. 188).
It is very important for the HR practitioners to perform independently in order to react quickly and to perform effectively as the interruptions of other may hamper the effectiveness of the overall HR performance of the organizations (Kormanik et al. 2009, p. 501).
The HR practitioners at the strategic level must have the knowledge regarding the overall business awareness. It will help the HR practitioners to inform their team members to know all about the organization and their business. In addition, it will also help creating a relationship between the execution of the strategy and the corporate governance (Glaister et al. 2014, p. 1789). The HR practitioners should have the capability to analyse the corporate governance guidelines in order to develop effective HR strategies, which will help the organizations at the strategic level. However, the HR practitioners should also keep in mind that executing the HR strategies must stick to the requirements of the corporate governance.
Human resource management is one of the most pivotal elements that need to be taken care by the management of any firm within the industry. The maintaining of awareness of broad societal, technological, economic, political demographic and global trends is important for all the organizations. This will enable the organization to evaluate all of these options and take decisions as per the current requirements (Cohen, 2015, p. 205).
The HR risk inherent and opportunities in broad societal, technological, economic, political demographic and global trends has become one of the most significant elements that needs to be taken intense care off by the management in order to keep the HR department of the firm in a stable manner (Novak et al. 2015, p. 593).
The including of the governance considerations within the development of various HR strategies also important as this will enable the firm to stay far away from any type of illegal activities. Therefore, it can be stated that the HRM department of all firms within industry should implant strategies, which will keep them disguised form, all sort of illegal activities (Stone and Deadrick, 2015, p. 139).
The execution of various HR strategies that will enhance the value of the entire human resource management within the organization is another pivotal element that needs to be taken well care of by the management of the firm (Glaister, 2013, p. 211).
Another key competency of the HR practitioners at the strategic level is to maintain effective relationship between the leadership and the corporate governance responsibilities and roles. The HR practitioners must understand the relationship between the organizations and the stakeholders of that particular organization (Cohen, 2015, p. 205). Finally, the HR practitioner should have the capability to lead the entire HR department including all the HR staffs effectively to meet the organizational goals and objectives.
According to the study, Business Awareness competencies are the major differences between functional and strategic HR responsibilities, whereas relationship, leadership building and social, and self-belief factors are common competencies for all HR personnel. The findings of the current study also specify that there is a broader range of HR traits essential for HR profession accomplishment than those adopted in the literature review of the HRM.
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