Transforming Traditional HR: Designing a Strategic Human Resources Structure

Date of Award

5-20-2013

Document Type

Undergraduate Capstone Project

Degree Name

Master of Professional Studies

Organizational Unit

University College, Strategic Human Resources

Disciplines

Strategic HR Management

First Advisor

James Krefft

Keywords

Human resources, Human resource management, Transformational leadership, Strategy, HR advancement, Organizational effectiveness, HR Measurement, Human capital management, Organizational change

Abstract

Human resources has traditionally been perceived as a cops and clerks function that provides transactional services to the rest of the organization. Nevertheless, HR is on the cusp of a functional paradigm shift between two roles: strategic versus administrative. However, research tends to indicate that the industry has only inconsistently been able to bridge the gap between theory and practice. Consequently, HR needs to shed its identity as purely administrative experts and work towards earning the title of strategic business partner. The HR transformation consists of restructuring HR with a focus on defining disparate roles and accountabilities, operating like a business built around a strategic measurement strategy, and enhancing organizational effectiveness through the use of business and strategic partners.

Publication Statement

Copyright is held by the author. Permanently suppressed.

This document is currently not available here.



Share

COinS