The prevailing functions of the HR leaders are as follows: HR planning, recruitment, selection, placement, training, investing, developing, performance appraisal, and compliance with the labor code in the country (Abduli, 2013; Al-Adwani, 2014b). Al Badawy, Fahmy, and Magdy (2015) argued that identifying, recruiting, and retaining highly qualified workers is the most challenging job for HR leaders. Amayah and Gedro (2014) added that HRs management practices include employee relations, compensation, benefits, labor relations, and performance management. Makkar and Sanjeev (2016) agreed that the responsibilities of HR leaders include administrative functions, such as rewards, evaluations, grievance and discipline, diversity management, and payroll. For instance, the role of HR leaders changed to include team building and the development of intellectual capital (Kolachi & Akan, 2014). Furthermore, international HR management practices include designing management roles, attracting new leaders with cross-cultural experience and skills, providing ongoing management development programs, and rewarding acquired global competencies (Al Ariss & Sidani, 2016).
Regarding the roles of HR leaders, researchers studied the aspects of recruitment and retention practices used to improve job satisfaction, lower employee turnover, and improve performance. Joshi (2012) identified seven initiatives illustrative of where HR leaders can move beyond traditional functional boundaries to contribute value to the action side of human capital management. The seven initiatives include the following: (a) retention strategy, (b) succession planning, (c) knowledge transfers, (d) internally driven performance’, (e) higher performance teams, (f) self-organizing success, and (g) leadership investment boarding and transition support (Joshi, 2012). Relating to employee recruitment and retention, Akyüz, Kaya, and Özgeldi (2015) revealed that the implementation of various HR policies to enhance job performance improved job satisfaction and lowered turnover. Moreover, HR leaders must incorporate a provision in management policies for developing staff to use their creative potential (Crăcium, 2015).
Mukkelli (2015) argued the two longstanding challenges for HR leaders are the conflict inherent regarding their responsibilities as an integral part of management and their distinctive responsibility as an employee advocate. Therefore, HR leaders should build close relationships with operations managers to develop performance work systems in alignment with the firm’s plans (Hasheminasab et al., 2015). Al-Adwani (2014b) asserted that a clear HR management plan provides leaders with understanding, knowledge, and skills to lead the operations managers to achieve company objectives.
The HR department employee has varied functions such as liaise with all departments, execute quality HR development, collaborate with the top leadership, connect top leadership with the middle hierarchy, and track the company’s achievements (Kolachi & Akan, 2014). According to Abduli (2013), HR professional’s role consists of helping top leaders to identify management practices and enabling harmonization of the individual’s objectives with the organization’s goals. Amayah and Gedro (2014) noted that HR managers recruit people to achieve the highest possible performance to meet strategic goals. Kolachi and Akan (2014) added HR leaders must build relationships between the company and other entities to promote and build the company’s image.
By Dr. Thela Fitz-Lewis- Head Consultant (Lewis Management Consultancy Services)
