本文主要讲的是人力资源角色的转变，近几十年来，人力资源的角色发生了重大转变。在传统的方式中，HR的角色被认为是完全专业和行政的。在此之前，人力资源专业人员的工作重点主要是提供行政福利和执行运营和工资职能，在人力资源的整体职能中没有任何角色。但是，新的经济变化正对人力资源专业人员施加压力，使他们从有限的行政角色转向更广泛的战略角色(Agiomirgianakis, Asterious, and Monastiriotis. 2002)。本篇曼彻斯特论文代写文章由英国论文通AssignmentPass辅导网整理，供大家参考阅读。
Recent decades have seen the significant shift in the role of HR. In the traditional way, the role of HR was considered to be completely professional and administrative. Earlier the focus of the HR professionals was mainly on providing administrative benefits and carrying out operational and payroll functions and did not have any role in the overall functions of HR. But, the new economic changes are putting pressure on the human resource professionals to focus from limited administrative role to broader strategic role (Agiomirgianakis, Asterious, and Monastiriotis. 2002).
The Hr functions starts with Business Function, becomes Business Partner and then shifts to become Strategic Partner (Bartlett, and McLean, 2003). With moving in each function the role of HR becomes more and more strategic. The highest level of development, the HR functions can add great value to top line, bottom line, long term and leadership potential to the sustainability of the organization.
This example could be related to the position of current organizations, where managers have to focus on different indicators and factors to analyse performance in different areas. The Balanced Scorecard model by Norton and Kaplan is based on four main perspectives (Cascio, & Boudreau, 2010). All the four perspectives have been very useful in answering different questions of the managers.
The customer Perspective
Internal Perspective (To look inside organization for success measures)
Learning and Innovation Perspective (To identify if progress can be continuously made)
Financial Perspective (perspective of stakeholders towards the organization)
The implementation of Balance Scorecard is done in different ways. It requires managers to have clear vision towards strategy and planning. The strategy and vision of the organization should be communicated to the middle managers (Coff, & Kryscynski, 2011). It requires elimination of the non-strategic investments, review of business scorecard, managing performance goals, long term plans and employing the objectives. The HR Scorecard model is built on the Balanced Scorecard model.