Where is HR?

Article Abstract:

The human resources (HR) management function is not taking a leadership role in addressing people issues within organizations. HR has been overshadowed by other departments and professionals on matters that have a serious impact on personnel, as evidenced by the financial department's deep involvement in downsizing programs, the quality department's leadership in team-based work, and top management's reliance on academics and consultants for knowledge on a wide variety of strategic human and organizational issues. To become more relevant to the organization, the HR department must develop a theory base that would provide a business direction to HR activities and facilitate their integration with one another. In addition, the transformed HR function must recognize the distinction between HR management and HR department. The differences between the two are discussed.

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HR's future on the way to a presence

Article Abstract:

The human resource (HR) management function is compelled to adopt new agendas and practices by a number of contextual factors. One powerful force for change is the emergence of information technology which has revolutionized information management and the decision-making process. Another transformational force is the globalization of business as a result of the elimination of social and political barriers and lower transportation and information costs. These new contextual conditions make it imperative for the HR department to adopt new agendas. These include developing credibility to become part of strategic planning, formulating a well-thought out HR strategy, developing a business strategy, convincing top management of the value of people, facilitating growth, and serving needs of shareholders and board members.

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