Conceptual Model of HR: Strategic Roles and Functions

Introduction

Human resource management (HRM) plays a significant role in organizations today. The term "human resources" encompasses all aspects of an individual's relationship with an organization, including recruitment, hiring, performance management, and employee relations. The HR function is responsible for ensuring that an organization's workforce is aligned with its business objectives. To accomplish this, HR professionals use a variety of tools and techniques, including the concept of HR as a strategic partner, change agent, employee champion, and administrative expert (Stone et al., 2020). This literature review examines the conceptual model of HR with respect to those four aspects to show why HR is essential to the success of any organization.

The Conceptual Model of HRM

The conceptual model of HRM is comprised of three different levels: the individual level, the organizational level, and the interpersonal level (Strohmeier & Röhrs, 2017). Not every organization's model will look the same, however, as each organization will have unique aims and needs (Ahammad et al., 2020). Overall, the framework that most HR models follow observes that at the individual level, HRM focuses on the development and management of individual employee skills and competencies. At the organizational level, HRM focuses on developing and managing organizational culture, structures, and processes. Finally, at the interpersonal level, HRM focuses on developing and managing relationships between employees and managers (Strohmeier & Röhrs, 2017).

Each of these levels plays an important role in ensuring that an organization's HR strategies are aligned with its business goals. By taking a holistic view of HRM, organizations can ensure that they are able to attract, develop, and retain the talent they need to be successful. As Stone et al. (2020) point out, HR must essentially serve as the organization's strategic partner, change agent, employee champion, and administrative expert — wearing multiple hats in an effort to guide, support, and move the company forward.

HR as Strategic Partner

The concept of HR as a strategic partner refers to the idea that HR should be involved in all aspects of an organization's strategy, from formulation to implementation. This approach recognizes that human capital is a key driver of organizational performance and that the HR function must be closely aligned with the organization's strategic goals (Thoman & Lloyd, 2018). When used effectively, the concept of HR as a strategic partner can help organizations achieve their desired outcomes. According to Santora and Bozer (2015), this means working closely even with the Board of the organization to ensure that vision and mission are united at every level. In other words, the HR strategic partner should be involved in decision-making, policy development, implementation, execution, and evaluation (Stone et al., 2020). It means aligning HR goals and initiatives with business strategy — achieved through methods such as data-driven decision-making, workforce planning, and talent management (Thoman & Lloyd, 2018). When done effectively, HR plays a critical role in helping an organization achieve its goals and maintain a competitive advantage.

As a strategic partner, HR should not only work closely with the Board but should also take an active role in workforce planning, talent management, and organizational development (Santora & Bozer, 2015). Workforce planning involves forecasting future labor needs and developing strategies to meet those needs. Talent management includes recruiting and retaining high-quality employees. Organizational development encompasses activities such as succession planning and leadership development. When HR functions are aligned with the business's overall strategy, they can play a critical role in the company's success (Stone et al., 2020).

HR as Change Agent

Change is a fundamental aspect of any organization, and those who can effectively manage it will be better positioned for success. There are several reasons why change is important. First, change can help an organization stay relevant and adaptive in an ever-changing environment. Second, change can lead to new opportunities for growth and development. Third, change can improve the efficiency and effectiveness of an organization. Fourth, change can create a sense of excitement and motivation within an organization. Finally, change can help an organization learn from its mistakes and become more resilient. Those who can manage change effectively will be able to navigate these challenges and realize its benefits.

However, as Long (2013) shows, not every HR team understands change, the need for change, the purpose of change, or how to manage it. Change management is a specialized process that often requires transformative leadership not always found among HR staff (Long, 2013). Nonetheless, the best HR professionals are able to act as a change agent for their organization when the need arises (Stone et al., 2020). With the ever-changing landscape of the workplace, it is essential for businesses to adapt and evolve in order to stay competitive. HR can play a pivotal role in this process by driving organizational change and ensuring that employees support new initiatives. By acting as a catalyst for change, HR can help organizations navigate difficult times and emerge stronger than before (Zhang, 2020).

Human resources can play an important role in promoting change within an organization. When properly utilized, HR can help create a positive work environment that is conducive to change. Some ways in which HR can serve as a change agent include the following:

Encouraging employees to be open to new ideas and ways of doing things (Long, 2013): this means involving employees in change practices, including them as peers for feedback during plan development, and engaging them to ensure their support for the change.

Helping employees develop the skills and knowledge necessary to implement change: this means providing them with the necessary training and resources needed to support the change (Long, 2013).

Communicating organizational vision and goals to employees: this means ensuring that there are no gaps between employees and the vision and mission of the Board (Galang & Osman, 2016).

Motivating employees to embrace change: this means ensuring that positive influences and supports are present among workers so that resistance to change is minimized (Zhang, 2020).

By taking on this active role, HR can help ensure that changes are successfully implemented and that the overall goals of the organization are achieved.

Conclusion

The literature shows that while the role of HR has evolved significantly in recent years, where HR once focused primarily on administrative tasks such as payroll and benefits, they are now expected to serve as strategic partners, change agents, employee champions, and administrative experts. In order to succeed in this expanded role, HR professionals must have a deep understanding of the business and be able to effectively align their initiatives with the company's overall goals. They must also be skilled communicators and problem-solvers who can navigate the often-complex world of employee relations.

With the right mix of skills and experience, HR can play a vital role in helping organizations achieve their goals. As a strategic partner, HR works closely with senior leadership to identify and implement initiatives that move the company forward — developing new training programs, revamping performance management systems, or redesigning employee benefits packages. As a change agent, HR leads and manages organizational change, working closely with employees to help them understand and embrace new directions. As an employee champion, HR advocates on behalf of employees and ensures their rights and well-being are respected. Finally, as an administrative expert, HR ensures compliance with all relevant laws and regulations. By embracing these roles, HR can play a vital part in helping organizations thrive in today's ever-changing landscape.

References

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Galang, M. C., & Osman, I. (2016). HR managers in five countries: What do they do and why does it matter? The International Journal of Human Resource Management, 27(13), 1341–1372.

Hsien-Yu, S. (2021). The relationship of professional ability and management system construction under mediation of administrative expert role cognition. Journal of Organizational Psychology, 27(5).

Long, C. S. (2013). Transformation of HR professionals to be a change agent: Realistic goal or just a dream. Journal of Advanced Management Science, 1(1), 50–53.

Loon, M., Otaye-Ebede, L., & Stewart, J. (2019). The paradox of employee psychological well-being practices: An integrative literature review and new directions for research. The International Journal of Human Resource Management, 30(1), 156–187.

Santora, J. C., & Bozer, G. (2015). How nonprofit organizations can ensure stability and sustainability through succession planning: Make HR a strategic partner in the process. Strategic HR Review.

Stone, R. J., Cox, A., & Gavin, M. (2020). Human resource management. John Wiley & Sons.

Strohmeier, S., & Röhrs, F. (2017). Conceptual modeling in human resource management: A design research approach. AIS Transactions on Human-Computer Interaction, 9(1), 34–58.

Thoman, D., & Lloyd, R. (2018). A review of the literature on human resource development: Leveraging HR as strategic partner in the high performance organization. Journal of International & Interdisciplinary Business Research, 5(1), 147–160.

Van Buren III, H. J., Greenwood, M., & Sheehan, C. (2011). Strategic human resource management and the decline of employee focus. Human Resource Management Review, 21(3), 209–219.

Zhang, B. (2020). Human resource change agent role, state ownership, and employee behavioural flexibility. Asia Pacific Journal of Human Resources, 58(2), 268–288.