Foundation of Human Resource Management

Foundation of Human Resource Management Stone, R.J. (2013). Managing Human Resources, 4th edn, Wiley: Queensland Stone (2013) is an accomplished author and practitioner in human resources. In the first chapter of his book as herein referenced, the author introduces the reader to the concept of human resources.
One particularly important observation is the book’s emphasis on the role of human resources as a core role in an organization and not a as a peripheral role. The author indicated that there are multiple roles that a human resources manager ought to play in an organization.
The three major roles include being a strategic partner, playing the human resources functional expert role in the organization, and becoming the employee advocate in the organization. Under the three key roles, there are peripheral roles that include being the agent of change and cultural transformation in the organization, being the talent manager, becoming the ambassador of the organization, and being a legal adviser in matters human resources.
The resource by Stone (2013) is important in the understanding of the role of human resources in an organization considering that it provides a detailed introduction to the concept and links the theoretical understanding of human resources with practical cases on the same.
Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1-14. The authors of the article titled Green human resource management: A review and research agenda are professionals in the fields of psychology and human resources.
Both Renwick and Maguire are professors at the University of Sheffield in the UK where they serve in the management school. On the other hand, Tom Redman is an associate professor at Durham Business School, Durham University.
The trio provides a different perspective on the question of the role of human resources in an organization. According to the three authors, integration of environmental management into people management in organization is taking the center stage with the increased interest in climate change.
This is the basis of green human resources management under which the human resource manager in an organization is charged not only with the role of ensuring that the organization acquires the best talent but also ensuring that the organization environmentally efficient human resources and practices.
The achievement of this role comes with the need for the motivation of the employees and pushing the organization to develop green abilities. Green human resources management also entails the provision of employees with opportunities to be involved in environmental management activities.
The importance of this article in the study lies in the understanding of the changing nature of the role of human resources in light with the changes in the operating environment.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), 366-391. Kahoe and Wright (2013) of Conrnell University sought to extend the understanding of strategic human resource management by looking into the role of human resources managers as shapers of employees’ attitudes and behaviors.
According to the study, the human resources department is the only department in an organization charged with close observation of the employees right from the recruitment stage and through to the end of their period in the organization.
One particularly important observation from the study is that the human resources manager has a role in influencing the employees’ perception of the human resources function and through this the human resources manager shapes the culture of the organization.
As the research found, the human resources department plays a critical role in shaping the employee absenteeism culture, shaping the intent of the employees on whether to remain in the organization, and in fostering organizational citizenship behavior.
While this role can be played actively, on many occasions it plays out passively in the organization and this is why the researchers found it to be a mediating role. The report is important in this study since it informs on the way the human resources plays their role both actively and passively.
Noe, R. A., Wilk, S. L., Mullen, E. J., & Wanek, J. E. (2014). Employee Development: Issues in Construct Definition and
http://etd.uum.edu.my/4688/2/s815943_abstract.pdf 100%
https://www.coursehero.com/file/p47tbpb/uals-who-are-evaluated-according-to-their-behavior-attitudes-perceptions/ 100%
https://www.coursehero.com/file/p14ko7j/Finally-as-the-human-resource-member-in-charge-of-training-the-new-employees-in/ 100%
https://dspace.nwu.ac.za/bitstream/handle/10394/15211/Els_C_2015.pdf?sequence=1 100%
https://www.scribd.com/document/277478299/Airtel-chpter-1-to-3-wth-questionnare-3-doc 71%
Noe, R. A., Wilk, S. L., Mullen, E. J., & Wanek, J. E. (2014). Employee Development: Issues in Construct Definition and Investigation of Antecedents. Improving Training Effectiveness in Work Organizations, ed. JK Ford, SWJ Kozlowski, K. Kraiger, E. Salas, and MS Teachout (Mahwah, NJ: Lawrence Erlbaum, 1997), 153-189.
One commonly forgotten role of the human resources is the concern of employee development. Researchers Noe, Wilk, Mullen & Wanek (2014) recognize the important but often forgotten role of human resource managers as the heads of human resource development.
The area of interest in their study was the role of human resource managers in constructing the definitions of the career development requirements as well as in the investigation and determination of antecedents.
As the study indicates, the employees are in many cases left to determine and define their career development needs with career development in many cases being linked to personal development. As the research indicates, the improvement of training effectiveness in work organization requires the direct involvement of the human resources in the definition of career development needs as well as the investigation of all prior experiences of employees in relation to the needs of the organization.
This article is particularly important to the course of this project since it provides detailed information on the role of human resource managers as career development heads.
Strandberg, C. (2012). The role of human resource management in corporate social responsibility issue brief and roadmap. Report for Industry Canada. Burnaby, BC: Strandberg Consulting.
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Strandberg, C. (2012). The role of human resource management in corporate social responsibility issue brief and roadmap. Report for Industry Canada. Burnaby, BC: Strandberg Consulting.
The role of human resource management in corporate social responsibility if one of the issues that is least explored.
http://ijbssnet.com/journals/Vol._2_No._5_[Special_Issue_-_March_2011]/15.pdf 86%
The role of human resource management in corporate social responsibility if one of the issues that is least explored. This is because on many occasions corporate social responsibility is not considered core to the activities of the organization.
However, as globalization takes shape corporate social responsibility is also coming up stronger. This has necessitated the creation of organizational systems and plans to run the corporate social responsibility programs. As Strandberg (2012) confirms, the involvement of human resources in corporate social responsibility programs enable the organization in creating programs that are both business friendly and people friendly with the people concept in this case being on the employees of the organization.
Notably, there are instances in which corporate social responsibility programs double up as part of the wellness programs for an organization hence indicating one of the many important links between the two concepts.
The report is important in this paper as it gives a perspective on one of the developing areas of human resources which is CSR as a role of HR.

Author: Barry Holmes