A New mandate for human resource professionals.
MGMT 471: Human resource Management
DR. KEVIN GLASPER
Regardless of the nature of an organization, every organization is subjected to change by one way or another or for various reasons. No matter the economic situation of a country, every organization is given equal opportunity to grow or be a dominant force in their area of specialty. But it all depends on the organizations decisions, business model, strategy and the most important of all, the value and competence it incorporates into managers and human resource personnel when it comes to employees. Walmart, a leading retail store has lead the way and shown how building competency combine with management decisions can lead to a good business model while dominating the retail market.
OPENING DISCUSSION AND PARTICULARS
In particular, Dave Ulrich a professor of business at the Ross School of Business, Michigan and the author of Delivering Results: A New Mandate for Human Resource Professionals, urges humanresources managers and professionals to start doing "the real work" of companies: by improving customer service and increasing shareholders value. Ulrich argues that many companies categorize human resources managers as "incompetent, valuesapping support staff" useful only for shuffling paperwork and dealing with office issues. In the book, he wrote "It's time to destroy the stereotype and unleash HR's full potential,". HR should be focused on results for example, by executing strategy and developing better ways to manage benefits and information, he says. 2
Unquestionably, lack of capability and competencies by human resource can deviate an organization out of its business direction. The author points out that core competencies are the collective learning in organization, especially how to coordinate diverse production skills and integrate multiple streams of technology. He added that if core competence is about harmonizing streams of technology, then it is also about the organization of work and the delivery of value.
In page 5, Ulrich listed the three test that can be applied to identify core competencies in a company.core competence provides potential access to a wide variety of markets, it enables a company to participate in a diverse business as calculators, tv sets, computer systems, and automotive dashboards. A core competence should makes a significant contribution to the perceived customer benefit of the end product and finally, a core competence should be difficult for competitors to imitate. He concluded that fewer companies are likely to build world leadership on more than five or six fundamental competencies. meanwhile a company that compiles a list of 20 to 30 capabilities has probably not produce a list of core competencies.
Researchers in the field of strategic human resource management have emphasized that human resource (HR) practices may lead to higher firm performance and be sources of sustained competitive advantages (Wright, Dunford, & Snell, 2001). Competing in today’s tumultuous global economy provides additional challenges to the HR function in creating the expected value to create and sustain competitive advantages. To function effectively, HR professionals must master the necessary
competencies and that mastery of HR knowledge comes from knowing the concepts, language, logic, research, and practices of HR (Brockbank, Ulrich, & Beatty, 1999). Furthermore, mastery of abilities comes from being able to apply the knowledge to specific business settings. its about becoming the change we want to take place in business. (wc)The whole burden of change rests on so few people, the number of ...
References: Dave Ulrich,(1998).Delivering results.first edited
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