Human Resources as Strategic Business Partner

Question: Discuss about the Human Resources as Strategic Business Partner. Answer: Introduction: The dynamic and contemporary business environment has the significant contribution in gaining competitive advantage for the organisations. The emergence of globalization is driving the organisations towards adopting the innovative mechanisms and technicalities (Paill et al., 2014). The development of the human resource management is one of the most fruitful business strategies to accomplish the organisational motto. The contextualized ideas about the service and information economy interpret that the evidence-based or the empirical practices of the human resource management can support the modern organisation in achieving the successful platform. According to Collings (2014), the evidence-based or the empirical study helps in generating the insightful knowledge about the HRM practice choices, HRM knowledge, and HRM practice implementations. It has been observed that the quality parameter of this evidence-based research can create the positive impact on organisational decision-making process regarding the selection of relevant HRM practices (Cohen, 2015). The empirical research is subject to analyze the best practices of HR domain that can be useful enough for the future generation. The thematic analysis based on the efficient HRM practices creates the globally diverse strategy that will lead the organisations towards competitive position (Lange, 2013). Strategic Value of HR Functions at CERA Human resource management has been playing the vital role in this complex business world. The frequent changes in the business environment are leading the human resource department to develop the core functionalities and integration management (Terpstra Limpaphayom, 2012). With the help of the fostering alternative and improved functionalities, the organization can engage the management and employees. In current time, the HR functionalities have been focusing on building the mutual partnership with the line managers (Naznin Hussain, 2016). The establishment of the transparent communication with the line managers is much helpful for developing employee engagement for improving quality parameter of the performance. As implied by Ragui and Gichuhi (2013), the HR managers need to provide the comprehensive details about the key responsibilities of the line managers in resolving the recognizable HR issues. Another view point presented by Ragui and Gichuhi (2013), when the objective advis or replaces the supervising point of the associated line managers, it would be beneficial in transforming them into an efficient leader, facilitator, and an enabler. In explaining the viewpoint of Mitsakis (2014), it can be pointed out that the inefficient performance attribute of the HRM can lead towards several criticism. Hence, it is essential for the HR managers to pay closer attention towards the business environment, cost-efficiency issues, and corporate and business strategy. In many cases, it has been observed that most of the HR has the lack of clear link to business realities that may signify the uninformed and unrealistic though process (Purce, 2014). However, if this area can be improved, the employees will also generate the insightful information regarding the organisational functionalities. Based on these two viewpoints, it can be inferred that Israel Tobin can make the different approaches to Mark French regarding the value creation of HR functions at CERA. CRAP Test CRAP Test is the useful and significant method of evaluating the research sources that have been used for presenting the information related to subject matter. The two authentic sources utilized in this study will be evaluated further The article was published in 2013 and it contains the updated information related to the skilled human resource management. However, one of the drawbacks of this journal is that the journal might not contain the current business scenario since it is repeatedly changing. Hence, the contradictory views can be perceived in recent research process. The study is based on the secondary research with the exploration of the related literature-based information. The journal contains the theory based research information that provides the justification of the subject matter. It is a peer-reviewed journal and some of the topics included in this journal are related to the current research study. The general information is presented in this journal. However, it can be interpreted that the journal in spite of being informative, the journal is somewhat biased. It does not present the after consequences or the outcome of applying the unique HR functions. Hence, the information derived from the journal is somewhat limited. The intention of the author is to provide the knowledge about the responsibilities of the line managers that will serve for the betterment of HR functionalities in the organisation. The utilization of the beneficial skills and efficiency in HR management will improve the relationship with the line managers. The combined efforts of the HR and line manager will increase the profitability parameter of the organisation in a competitive scenario. The journal was published in the year of 2014. Hence, it provides the current scenario of the human resource management. The observational study based on the current business scenario will be fruitful in analyzing the subject matter. The journal is based on the secondary research process. The methods of references are properly provided. F. Mitsakis published this journal, which is based on the peer-reviewed study. Some of the information included in this journal is quite related to this particular study. The detailed information, which is free from biasness, is provided in this journal. The utilization of the proper theoretical framework is also presented for exploring the conceptualized ideas about the subject matter. The people involved with the human resource development are intended in this journal. The author has the vested interests in the topic due to which the journal contains the significant and informative materials to define the whole points of human resource management. Conclusion The study highlights the effective evaluation of the human resource management that can be adopted by the management of CERA. The study determines that the evidence-based information regarding the human resource management provides the fruitful ideas about the strategic implementation by the organisations. These strategies will be much helpful in achieving the competitive advantages. The secondary sources used in this study are evaluated through CRAP test. It provides the alternative skills that can be adopted by Israel Tobin to make different approaches to Mark French. The conceptualized analysis of the subject matter is thus much helpful for understanding the core responsibilities of the human resource management. It is also indicated that establishment of the relationship with the management and employees can also help an organisation to achieve the competitive advantage in current complex business world. References Cohen, D. J. (2015). HR past, present and future: A call for consistent practices and a focus on competencies.Human Resource Management Review,25(2), 205-215. Collings, D. G. (2014). Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities.Journal of World Business,49(2), 253-261. Lange, T. (2013, April). Evidence-based HRM: a scholarship perspective with a difference. InEvidence-Based HRM: A Global Forum for Empirical Scholarship(Vol. 1, No. 1, pp. 4-15). Emerald Group Publishing Limited. Mitsakis, F., (2014). Human Resources (HR) as a Strategic Business Partner: Value Creation and Risk Reduction Capacity. International Journal of Human Resource Studies, 4(1), pp.1-17. Naznin, H., Hussain, M. A. (2016). Strategic Value Contribution Role of HR.Vision,20(2), 135-138. Paill, P., Chen, Y., Boiral, O., Jin, J. (2014). The impact of human resource management on environmental performance: An employee-level study.Journal of Business Ethics,121(3), 451-466. Purce, J. (2014). The impact of corporate strategy on human resource management.New Perspectives on Human Resource Management (Routledge Revivals),67. Ragui, M Gichuhi, D. (2013). Strategic HRM's role in strategic planning implementation by the high education training institutions in Kenya, International Journal of Social Sciences and Entrepreneurship 1 (3), 416-425 Sikora, D. M., Ferris, G. R. (2014). Strategic human resource practice implementation: The critical role of line management.Human Resource Management Review,24(3), 271-281. Terpstra, D. E., Limpaphayom, W. (2012). Using evidence-based human resource practices for global competitiveness.International Journal of Business and Management,7(12), 107.