Moreover, they should be more adaptable, resilient, agile, and customer-focused to succeed. And within this change in environment, the Human Resource managers have to change in order to become a strategic partner, an employee sponsor or advocate, and a change mentor within the organisation. In order to succeed, Human Resource Management must be a business-driven function with a clear understanding of the organisation's ultimate goals and be able to influence essential decisions and policies of the organisation. Generally, the emphasis of modern day Human Resource manager is on strategic personnel preservation and skills advancement. Human Resource professionals will be coaches, counselors, mentors, and succession planners to help motivate organisation's members and their loyalty. The Human Resource manager will also promote and fight for values, ethics, beliefs, and spirituality within their organisations, especially in the management of workplace diversity (Chan, 2004).
Business organisations today have a clear and accelerating tendency toward downsizing that is the slow and methodical dismantling of an area - its redefinition and decentralization in the direction of the other areas of the company. Human Resource Management is not an exception on this trend. ...
y, decentralising decision-making, debureaucratisation, deregulation, separation into strategic business units, continuous quality improvement programs, reengineering, and other trends in contemporary administration are accompanied by equivalent changes in people management (Chiavenato, 2001).
HRM departments are on their way out
The Human resource management department is on its way out. The concept of "human resource management" is being replaced by a new term that is garnering greater reception, namely 'people management.' 'Managing people is progressively more becoming the accountability of the middle management. Employees are now considered as human beings, not simply organisational resources or assets. Their activities and individual differences are being understood and respected, because they are gifted with unique personalities and intelligence, and differentiated aptitudes, knowledge and abilities. To the extreme, some more advanced organisations do not even talk about managing people, because this concept could imply that people are simply passive agents who depend on decisions from higher levels, rather Human Resource managers talk about managing with people, making employees more of business partners than alien entity separate from the organisation. This whole new concept means that workers from all levels of the organisation are considered responsible for, as well as involved in the organisation's business (Chiavenato, 2001).
Computerisation of HRM functions
In order to reduce the manual workload of Human Resource Department's repetitive administrative activities, organisations began to electronically automate many of these processes by introducing innovative HRMS (Human Resource Management Systems/HCM