The practices of Human Resource Management have been integrated so that such an organisational culture could be designed in which the workers could identify their own success (Smith, 2006). The role of HR managers is becoming significant in organisations because ‘sophistication of human resource management practices can enhance the operational inefficiencies (Ijose, n.d.) and to remain operationally efficient having strong management team, designing the work according to successful strategy execution, retaining skilled people, designing the culture that may implement strategy critical activities and creating good policies and procedures that may support strategy execution are required (Higgins, 2005 cited in Ijose n.d.).
A lot of research work has been done on the changing and various roles of HR managers in the organisations. In the new service paradigm, the HR managers are in the position to measure the pulse of organisation therefore; they have to be very responsive (Ulrich, Losey & Lake, 1997). The changes in the roles of human resources in organisations have significant implications not only for businesses but also for the HR functions and HR professionals (Bundy, 1997). The role of Human Resource managers is not limited to typical HR functions. Only determining the competencies cannot bring competitive advantage to the organisations unless the knowledge is integrated into the entire HR system therefore, HR managers should think systematically and strategically instead of thinking functionally and tactically about their area (Becker & Huselid, 1999). In a research on the impact of rapid change in Europe on HR managers by European Association for Personnel Management, it was found that nowadays, managers in Europe are required to give attention to traditional HR problems of line managers and they are also supposed to be specialised by line managers in various other functions so that they may get a broader business