Introduction
The Ulrich’s Model of Human Resource Roles combines different dimensions in order to outline the contemporary roles of HR. The dimensions include strategic partner, administrative expert, change agent and employee champion (Ulrich, Brockbank and Johnson 25). The four dimensions form the basis of my conceptual framework. However, the current conceptual framework as outlined in figure 1 exemplifies the original Ulrich’s model by use of subheadings in each role. In addition, the conceptual framework integrates an extra dimension of HR professionals’ role and contributions in merging process as a middle phase.
The importance of subheadings in each role
As a strategic partner, HR provides internal consultancy on critical issues that relate to a company. The HRM is tasked with culture management, business knowledge, and strategic decision making. The sub-roles create value and exemplify the prominent role of the HR managers as strategists. On the other hand, the subheadings under the dimension ‘employee champion’ denote the functions of the HRM in enhancing the human resource capital. A study conducted by Adomako, Gasor and Danso established that HR department is tasked with the role of communicating the organizational decisions and expectations to staff (30). As a result, the HR managers have the role of building a cohesive team by enhancing relationships, personal communication, and management of individual development.
In any business, administration is a broad dimension in which top management and line managers engage in the organizational process. Tanure noted that the administration tasks vary depending on the department (138). The subheadings such a staffing, performance management, organizational structure and HR technology are important in differentiating the prominent HR roles from those of other managers. HR managers also serve as change agents. In the merger and acquisition processes, HR managers are actively involved in ensuring that a synergy is achieved (Adomako, Gasor and Danso 30). For example, they are involved in rightsizing and retention of the right talents. According to Swift, HR managers have a wide scope of operation (8). Therefore, the inclusion of the subheadings for the various HR roles is critical in defining the specific functions of HR and illustrating the prominent functions of HRM.
The Importance of the Middle Phase and its Subtitles
Merger processes are driven by the need to gain competitive advantage, market access and the response to a revolutionary change in the industry. For the merger processes to succeed, there is the need to conduct due diligence in order to acquire the best fit in the transfer of the strategic capabilities (Thill, Covarrubias and Groblschegg 81). Thus, the middle phase adds value to the original Ulrich’s Model by outlining critical roles HR have in ensuring a successful transition.
Key role player
During and after the merger, the leadership team from the merging parties need to work together to ensure that the staffs of the companies are motivated. This should happen regardless of the personality and cultural differences, power issues and other challenges (Love 2). As such the HR managers have to work as a facilitator and to coach the leaders in order to drive a successful merger process.
Consultative role
Process consulting skills are critical in merger processes. They help in addressing communication, culture, operations, power, and conflict issues. HR department is one of the units used for internal consultation. For example, HR managers can employ management coaching skills to assist executives to communicate effectively in order to address the cultural, employee and power issues.
Tool/doer
Mergers face challenges of staffing, organizational structure, cultural incompatibility. In order to overcome the challenges, Adomako, Gasor and Danso noted that there is the need to “achieve a more integrated multi-tiered performance approach” (31). The HR managers act as a driver of the desired change. For instance, they apply appraisal approaches to identify the best employees, reduce redundancy, and build a viable organizational culture.
Conclusion
HR managers play a critical role in the success of any organization. The “conceptual framework” is developed on the basis of seeing better in specifying the most prominent role of HR managers in the merger process.
References
Adomako, Samuel, Godfred Gasor, and Albert Danso. “Examining human resource managers’ involvement in mergers and acquisitions process in Ghana.” Journal of Management Policy and Practice 14.6 (2013): 25-36. Print.
Love, Carolyn. Mergers and acquisitions: The role of HRM in success, Ontario: IRC Press. 2000. Print.
Swift, Gail. Human Resource Service Delivery: Managing People and Organisations, London: CIPD, 2012. Print.
Tanure, Betania. “The role of national culture in mergers and acquisitions.” Latin American Business Review 10.2(2009):135-159.Print.
Thill, Katharina, Barbara Covarrubias, and Sabine Groblschegg. “HR roles and activities: Empirical results from the DACH region and implications for a future development of the HR profession.” International Journal of Business and Management 2.4 (2014): 79-109. Print.
Ulrich, Dave, Wayne Brockbank, and Dani Johnson. “The Role of Strategy Architect in the Strategic HR Organization.” People & Strategy 32.1 (2009):24-31. Print.