5HRF Formative Assessment for Managing and Co-coordinating the Human Resource Function


In preparation for your summative assignment, write a short report with headings, sub headings and a Declaration sheet;

You are a consultant advising a variety of organisations on how to set up their HR function. One of your clients was at a business dinner recently and was boasting about having a cutting-edge shared services HR function in response to which one of your other clients stated that they had changed the business model to one that was more flexible and dynamic taking away daily admin tasks for HR.

Your client now wants you to write a brief report on how different models compare and the types of organisations where different models and ways in which HR can now be set up. Make reference to any associated costs and benefits as well as any real life case studies which can be used to illustrate your points.


Table of Contents

1.0 Introduction. 3

2.0 Literature Review.. 3

2.1 HR function Models and Types of Organisations they Fit. 4

2.1.1 The Fombrun, Tichy and Devanna Model 4

2.1.2 Harvard Model of HR function. 4

2.1.3 Guest Model of HR function. 5

2.1.4 The Warwick Model 5

3.0 Discussion. 6

4.0 Conclusion And Reccomendations. 6

References. 8





1.0 Introduction

Currently, organizations and practitioners in human resource (HR) field adopts diverse approaches to gain a best practice in establishing HR function. According to Farndale et al. (2010), HR function plays an instrumental role in the operations of an organisation. Also, Wright et al. (2011) noted that an effectively operating HR function leads to a feeling of inclusion in the organisation team by all members with leaders making and owning right decisions. HR function roles include the provision of labour law compliance, record keeping, hiring and training, compensation, relational assistance and handling particular performance issues. In this regard, HR function is critical to organizational growth and sustainability. Different organisations are characterized by different HR function settings which are flexible and dynamic and dictate how the HR is set up. This report evaluates on the different HR function models and their applicability in different organizational settings. The report would be completed with a focus on a case study involving two HR professionals with divergent views on the best practice in an organization HR function.

2.0 Literature Review

According to Wright and McMahan (2011), over the last 30 years, HR function has gone through a series of transformations. Initially, it was identified by its operational roles later it was transformed to HR as a service centre and lastly a focused practice for driving talent outcomes. Also, Caldwell (2010) noted that modern organisations are more focused on establishing integrated programs for attracting and retaining top professionals, driving compelling employment brand, improving and aligning their performance process. Also, it assists in harnessing management practices and transformation of learning and development.

Figure 1: Changing Drivers for HR Transformation

Source: (Wright & McMahan, 2011)

As shown in figure 1 above, the Ulrich model of HR function informs that as the world transforms towards a complex, diverse and ambiguous nature of operations, traditional HR models are slowly being replaced by more flexible forms of organization and employment (Ulrich et al., 2013). These are influenced by technology, globalization, changing workforce demographics, and skills shortages. The HR function is hence categorized into personnel control, serving staff, attracting and developing talents and supporting business directly and locally.

2.1 HR function Models and Types of Organisations they Fit

2.1.1 The Fombrun, Tichy and Devanna Model

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