HRM in Organisations Coursework Example | Topics and Well Written Essays - 3750 words

HRM in Organisations - Coursework Example Ulrich’s foundation to HR model was based on his statement, â€Å"HR should be defined not by what it does but by what it delivers – the results that enrich the organization’s value to customers, investors, and employees† (1998; p.29). To underpin this proposition, Ulrich has proposed the four-role model of HRM that clearly defines the roles of human resource professionals in creating value for the organization. The present work is an attempt to understand both models from a critical perspective through respective advantages and disadvantages. These models have been studied based on few examples derived from organizations that have successfully adopted them; demerits have also been explored based on some unsuccessful attempts. Four-role model of HR: Identification of various roles that HR professionals performed has led Ulrich to organize these multiple roles in a more systematic and understandable fashion that resulted in the four-role model. In the four-role model, Ulrich has emphasized the business-partnership roles that HR professionals play in terms of focus on long-term/strategic to short-term/operational functions, and activities ranging from managing processes through HR tools and systems to managing people. Based on these two dimensions, focus and activities, Ulrich has identified four key roles for HR professionals that include, management of strategic human resources, management of firm infrastructure, management of employee contribution, and management of transformation and change (Ulrich, 1997; p.25). Ulrich (1997) has referred to each of these functions with specific metaphors that are identical with respective role or function, namely, strategic partner, administrative expert, employee champion, and change agent. As strategic partners, HR professionals are involved in framing HR strategies in line with organizational goals and objectives; specific operational objectives are also considered while framing the strategies. For instance, Ulrich (1997) cites the example of Marriott Hotel’s initiative while starting their operations in Hong Kong. This strategic initiative included introduction of five-day working schedule for its staff, which was unlike most other competitors in that sector. This initiative was meant to attract the best talent in the industry, as well as a step to retain them. Ulrich stated, â€Å"The five-day workweek became a cornerstone of Marriott’s strategy for achieving high-quality service, enabling the company to advertise, solicit, and secure the talented employees who would provide that service in Hong Kong market† (1997; p.26). It has been proven in many organizations that appropriate HR strategies are very effective in achieving organizational objec tives. Critiques, which include Ulrich also, have argued that the HR roles in this model literally mean HR functions, and not limited to specific roles. However, many organizations that adopted the Ulrich model had misinterpreted the model and its adoption. Adoption of this model had lead to division of HR functions based on roles, which was not the original intention or idea embedded in this model. Moreover, HR functions and structures cannot be fixed, and need to be changed based on