Strategic Models

Strategic Models 

The study will discuss the focus of each article, citing the most preferred of the two:

The first article presents extensive literature to show the changing roles of human resource managers in various organizations. It also presents various typologies of an HR developed by different people. The article indicates that research before the 1990s only indicated the traditional HR functions. During that period, industrial relations were the main activity. Other studies point out procurement and pay-related activities were the prominent HR roles before the 1990s. It is because managers at that time saw HR professionals as impediments to organizational change and lacked knowledge of strategic management issues. However, socio-economic development has allowed HR professionals to become strategic managers. Some of the intrinsic and vital roles of HRs today is the ability to transform from picnic organizers to strategic decision-makers. 

Different people have developed different typologies of HR roles. Storey (1992) develops one based on (a) action orientation and (b) strategic versus tactical choices/ considerations. The tactics lead to four HR roles: advisors, handmaidens, regulators, and change-makers. On the other hand, Ulrich (1997) develops a typology that employs two dimensions, people versus process and strategic versus operational. It is one of the popular typologies used. It develops HR roles such as administrative experts designing and delivering efficient HR experts, employee champions, change agents, and strategic partners. Strategic HR managers are supposed to HR strategies with business strategies. 

Moreover, the article presents literature on the changing roles of HR managers. Most studies confirm a positive relationship between the involvement of HR executives in strategic decision-making and enhanced organizational performance. The article confirms today that HRs perform more tasks than in the past. Organizations require HR specialists with capabilities of designing effective work practices for them to be successful. In the past, HRs were delegated administrative roles and had limited knowledge of strategic development. According to the article, HRs have contributed strategically in several areas. The areas mentioned in the article are global expansion, mergers and acquisitions, total quality management, and change management. Studies indicate that HR executives are being trained to have additional skills that will enable them to perform the strategic functions well. However, other studies indicate that some organizations are rigid and still maintain the traditional roles of HR managers. It is necessary to re-train HR managers to acquire new skills to help different companies achieve their long-term strategic objectives, such as global expansion. Strategic HR managers can gain competitive advantages in the global arena. 

The second article presents the model for implementing HR's strategic role. It presents the new role of human resource management. In the past, the HR role majored in payroll and administrative functions; however, this has changed because today, human resource managers are expected to perform strategic functions. The author claims that integrating the human resource plan is a good vision for aligning people with the organization's objectives. The article presents the characteristics of a strategic program as pointed out by Sullivan (2004), such as having a broad impact, focusing on future needs, and having the potential for providing a sustainable competitive advantage, among others. 

One of the insights it provides is that for an organization to clarify the elusive role of a human resource manager, there must be a determination of the relationship between critical success factors at the intersection between HR and the organization's strategy implementation plan. The diagram (p.2) indicates the strategic HR deliverables, which are outcomes of the HR architecture that serve to execute the firm strategy. The performance drivers include core-people related and the capabilities or assets. HR needs to execute the performance drivers to enable the success of the strategic HR deliverables. 

Additionally, the HR managers’ strategic impact needs to consider the financial and nonfinancial measures by differentiating between lagging and leading indicators. The article indicates that lagging indicators are those that give a better understanding of the past. Most are financial metrics. On the other hand, leading indicators are those that help organizations prepare for the future. Leading indicators include customer satisfaction, employees' strategic focus, and R&D cycle time. Some lagging indicators include revenue, returns, and operational efficiency. 

The article provides various ways in which one can measure the HR influence. A formalization model developed a seven-step model to help explain how HR influence is measured. The first step involves defining the business strategy, which must be a well-defined strategy to communicate the business objectives. The second step involves developing a business case for HR as a strategic asset. The business case helps HR to support the strategy. One thing that stands out is that strategy implementation, and strategy content sets successful and unsuccessful companies apart. The author adds that strategic implementation is driven by employee strategic focus, HR strategic alignment, and a balanced performance measurement system. The third step involves creating a strategy map. The article presents a strategy map defined by Robert Kaplan and Dave Norton, which shows how value is created for the company. The fourth step involves identifying HR deliverables within the map. The fifth step entails aligning the HR architecture and HR deliverables. The model's sixth step involves designing the strategic HR measurement system, and the last step is implementing management by measurement. 

Preference 

Even though both articles give extensive knowledge on HR strategic roles, I prefer the first article because it presents a clear argument on the changing roles of HR roles. It does this by presenting evidence through different studies done by different scholars. The evidence presented in the article stands as proof of how HR roles are essential to a successful organization. 

However, both articles contribute to the academic thought of HR strategy. The first article convinces academicians that there is a need to move from the traditional HR models to the modern one that encompasses the HR's strategic function. It presents additional advantages of HR strategic models. It also gives insights on how to be successful strategic HR managers. One of the tactics includes making the HR department to be an effective influencer, among others. On the other hand, the second article presents an extensive explanation of the formalization model that helps measure the HR influence. It also acknowledges that HR strategic impacts must consider financial and nonfinancial measures. 

I think that we should seek more information from other cultures/ countries. It helps in providing additional insights on different HR strategies that work for various organizations in different countries and cultures. Their influence on individuals’ academic thoughts on strategic HR would be positive. Reading other works done by different authors instills expansive knowledge on the impact of strategic HR. The two articles have played a significant role in helping me understand further the changing roles of HR managers. I never knew that HR managers could influence the organization’s global expansion by making them acquire a competitive advantage.   

References

Storey, J. (1992). Developments in the Management of Human Resources, Oxford: Blackwell Publishers. 

Sullivan, J., 2004. Rethinking Strategic HR- HR’s role in building a performance culture. CCH Incorporated 

Ulrich, D. (1997). “Human Resource Champions”. Harvard Business School Press. Boston: MA