HRM-Culture and Change Leader


Description: Essay 2000 words/12 quality academic references - (Submit online using Turnitin)
What you need to do:
Using the AHRI MRM model (refer to (Links to an external site.)), how does HRM contribute to an organisation's effectiveness? Through your literature reviews provide examples of how HRM is effective and ineffective in organisations and explain why in both circumstances using evidence.To access information concerning effective HRM click here (Links to an external site.). To access information concerning ineffective (or failing HRM) click here (Links to an external site.).
Assessment Task 2 will be assessed against the following criteria - each criterion is equally weighted:
Key issues relating to the question have been developed Analysis and synthesis of relevant HRM literature in peer reviewed and quality newspaper articles such as the Age, Sydney Morning , New York Times, Wall Street Journal, McKinseys, Deloittes, BBC, ABC podcasts, Quality blogs,Ideas and assertions cited or quoted in text and substantiated through use of high quality academic material Clear written style (spelling, grammar, syntax etc.) and appropriate RMIT Harvard style referencing (in-text and list of references, following Easycite* guideline (Links to an external site.).



Assessment Task 2: Essay


The entire study will revolve around the main subject matter that is human resource management. However, the assignment will be divided into the four main parts namely the way by which the human resource management act as one of the biggest contributors towards the effectiveness of a company, then the ineffectiveness will also be discussed along with the importance of the HRM's in each and every company. One of the main mantras of human resource management, as highlighted in the entire coursework, is recruiting the right individuals at the right place at right time along with the right cost. Human resource management plays a vital role in every organization as the HR team in a company suggests how the people can be managed quite strategically as the resources of the business. Throwing light on the above-mentioned statement it can be said that it simply indicates hiring and recruiting employees, suggesting proper training and development of the employees and coordinating with the employee's benefits. The HRM generally consists of the three main elements namely the employees referred as humans, the perception that the humans are referred as the resources and effectively managing the resources both for the employee and the organizational benefit.


The Way HRM contributes to an organization's effectiveness

It has been already mentioned that the HRM is one of the most important assets of a company and the human resource managers are regarded as a vital element for running a business in a successful manner. One of the main roles of the human resource management is to organize the individuals so that they perform the activities in the effective and efficient manner. For this, it requires the human resource managers to view the individuals in the workforce as the assets not the costs for a company (Martin, 2010). Looking at the individuals is a part of the human capital management and the human resource management. It has been observed and witnessed that the human resource management needs the strategic planning for addressing the changing needs of the employers and also addressing the constantly shifting of the competitive job market (Galinsky and Stein, 1990). In the current years, there are a lot of human resource professionals who have overseen the extension of the preventive health elements to the traditional health plans for both retention efforts as well as for recruiting the employees. It can be also said that the HRM team helps a company to develop a competitive advantage that involves building the capacity of the organization so that they can offer unique and creative services and goods to their potential consumers present in the marketplace (Rowley and Jackson, 2010). 

It has been observed that the Australian HR institute in the recent times has developed the model of excellence and it is proven to be one of the best instruments for the HR practitioners. The Model for excellence basically includes the graphic representation that mixes the HR practitioners in terms of what they are expected to do and what the other employees expect them to be with regards to the capabilities and the behaviors. The below-mentioned graphic representation also suggests that seven capabilities and 10 behaviors are an absolute necessity for the human resource practitioners in the recent times. Furthermore, the entire idea of the Model of Excellence was formed on the basis of two surveys that were performed with regards to the Australian CEOs and HR practitioners (Armstrong and Taylor, 2014). The Model of Excellence is the accreditation and assessment of all the HR management programs in the vocational and technical education and an assurance in also provided that the necessary competencies that the individual must possess for operating successfully in their field. Furthermore, the Model for Excellence can be used by the HR practioner for increasing the effectiveness of a company but before that the HR professional needs to go through an online test that is known as the Training Needs Analysis Tool for benchmarking the capabilities of the individual against the HR profession, gaining insights for the expertise and the career journey of the HR professional and also discovering certain skills that is needed to progress in the HR career as it is related to the Model of Excellence (Nankervis and et al., 2013). In the following segment, it will be highlighted how the Model of Excellence can be used by the HR professionals so that they can be the biggest contributors towards the effectiveness of an organization. Firstly describing the outer dark circle the following results have been found:
Enquiring and critical thinker- In this segment, the HR professional can ask any type of critical and challenging questions for analyzing the situations and the data for providing advice to the organization and making necessary decisions
Solutions drove- the HR professional is only focused on achieving the business objectives by offering the best-fit solutions with regards to the company's operating environment. 
Future-oriented- the HR professional must be future oriented so that they can be open towards the new ideas and should be focused on the continuous improvement and learning and new technology solutions should be applied so that the organization can work in an effective manner. 
Courageous- in this particular segment the HR professional must have the necessary ability to challenge the status quo and they must be also assertive, resilient and try out the new things fearlessly so that they can be able to negotiate the outcomes that are required.
Influences- with this particular skill an HR professional will gain the capability to develop certain relationships and exercise influence among the other individuals for affecting actions, opinions and behavior of the other people.
Collaborative- if an HR professional is collaborative then they can also build relationships that are quite productive in nature for enhancing the conversations with the important stakeholders when some of the vital decisions are made and this will also increase the effectiveness of the company to a great extent.
Understand to care- in this particular phase the HR persona has the strong ability to showcase their emotionally intelligent behavior to look at a specific situation and understand a large range of various outlooks of the potential stakeholders 
Resolver of issues- if the HR professional has the ability to bring the stakeholder and they also have the ability to deliver the outcomes in a timely manner then it will be other vital elements towards adding effectiveness in an organization. 
Professional- if the HR exhibits the professional behavior then will promote equity, merit and fairness held high with regards to their stakeholders (Bratton and Gold, 2017).
Credible- it can be also said that an HR professional also needs to be ethical, trustworthy and personally credible so that they can operate with the required amount of integrity and provide advice that can help the organization to come out of every critical situation in a most effective and efficient manner.
This section will discuss how an HR professional by the competencies in the second inner circle with regards to the Model of Excellence may contribute towards the effectiveness of an organization. 

Business-driven- the HR is able to understand the products and the operation of the organization in a perfect manner, the operating environment of the company consisting of the financial segment is completely understood by the HR professional, competitive advantage is driven by them along with some of the quality results for the clients via the people. 
Expert practitioner- in this segment the HR professional is responsible for maintaining, building and applying the HR knowledge that they have gathered through their work experience and also from studying HR. 

Strategic architect- in this phase the HR professional tries to contribute towards the organizational strategy that later on converts into the HR strategy. Furthermore, the HR professional is also responsible for implementing the HR strategies in an effective manner so that they are valued and it should also make sure the company strategies are achieved.
Ethical and credible activist- in this phase also the HR professional uses their HR knowledge and influences via the provision of the insights that are valued that result in the achievement of the organizational and individual objectives.This particular segment is the last circle of the Model of Excellence and it will be showcased how the HR professional acts a workplace designer, mentor or coach towards the stakeholders and also the change and culture leader. 

The workforce and workplace designer- the HR professional through their HR experience designs the company in such a manner that it tends to sustain a workforce that is capable of nature

Culture and change leader- in this specific phase the HR professional has the clear understanding about the elements that are required for a sustainable and productive culture in the company and they also translate the values and cultures into the workplace activities and workforce as well. 
Stakeholder mentor and coach- the HR professional fosters and builds the partnerships and relationships with the main stakeholders in order to ensure the capability of the companies. The HR professional also engage with the government, industry for developing effective and valued HR solutions by which it will add towards the effectiveness of the organization. 

HRM’s effectiveness in organization 


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The organizational effectiveness simply depends upon the right individuals have been put in the right jobs at the right time by the HR professionals for meeting the changing requirements of the company (Briscoe, Tarique, and Schuler, 2012). The policies that are effective and efficient in nature are designed in a company for enhancing the performance level to the maximum limit. Furthermore, the human resource management is the method of connecting the human resource with the strategic objectives of a company for improving their performance (Jiang and et al., 2012). On the other hand, the human resource management not only handles the discharging, recruitment and pay but they also try to maximize the use of a firm's human resource in a more strategic manner. There are also some of the scholars and academicians who have argued that the HRM policies are not only beneficial for a company but they are also beneficial for the employees. The HRM also enacts autonomous teams and quality circles besides motivating the employees that help to involve the workers in management of projects. 

HRM's ineffectiveness in organizations

According to some of the researchers it has been argued that the ineffectiveness of the HRM is displayed only when the goals of an organization are not at all achieved (Brewster, 2017). However, some of the main reasons that are responsible for the ineffectiveness of HRM in a company are as follows: Firstly, appointing the wrong individual for the position of the HR managers in a company. Secondly, failure of a company to delegate the right authority to the appropriate HR managers
Thirdly, there is also the absence of the sound rules, policies, and procedures that are developed for the different HRM functions. Fourthly, in most of the scenarios it has been also observed that all the vital schemes with regards to the HRM for performance evaluation, promotions and transfers which had been properly developed but they are not implemented because of the national politicization, internal politicization and also for the personal biases. Lastly, there is also a lack of clarity of the HRM systems developed by a lot of managers who are assumed to implement them in the organization (Marchington and et al., 2016). 



The entire study is based on the effectiveness and the ineffectiveness with regards to the HRM in a company along with it the Model of Effectiveness that is developed by Australian HR institute has been also discussed and critically evaluated with which the HR professionals may add required amount of effectiveness in an organization. The study also revealed that the HRM is a quite critical element for being successful by the organizations in the marketplace among their potential competitors because HRM policies and strategies help them to create a competitive advantage over other firms. On the other hand, it has been noticed that the HRM ineffectiveness is mainly caused by some of the men made mistakes. The human resource management mainly deals with the issues that are closely related to performance management, compensation, benefits, organization development, employee motivation, safety and others. 



1.    AHRI, Australian HR Institute 2018. MODEL OF EXCELLENCE. Viewed 19 April 2018, < >
2.    Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. New York: Kogan Page Publishers.
3.    Bratton, J. and Gold, J., 2017. Human resource management: Theory and practice. New Jersey: Palgrave.
4.    Brewster, C., 2017. The integration of human resource management and corporate strategy. In Policy and practice in European human resource management (pp. 22-35). New York: Routledge.
5.    Brewster, C., Chung, C. and Sparrow, P., 2016. Globalizing human resource management. New York: Routledge.
6.    Briscoe, D., Tarique, I. and Schuler, R., 2012. International human resource management: Policies and practices for multinational enterprises. New York: Routledge.
7.    Galinsky, E. and Stein, P.J., 1990. The impact of human resource policies on employees: Balancing work/family life. Journal of Family Issues, 11(4), pp.368-383.
8.    Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), pp.1264-1294.
9.    Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource management at work. London: Kogan Page Publishers.
10.    Martin, J., 2010. Key concepts in human resource management. Los Angeles: Sage Publications.
11.    Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2013. Human resource management: strategy and practice.
12.    Rowley, C. and Jackson, K., 2010. Human resource management: The key concepts. New York: Routledge.

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