The role of human resource management is one of strategic partner, administrative expert, and consultant (managing all of the organization's people related processes strategically). It is the job of hr management in to recognize that decreased turnover, higher employee morale, and involved employees in the decision making process are all optimal in providing key leverage in an organization's strategic plan. Management integrate strategic hr management with the organization's strategy formulation. This means that management has searched the organization and its environment for opportunities and initiated projects and decisions to bring about changes that are both advantageous and competitive for the organization. Through this integration, HR policies must "cohere and be accepted across all company policy areas and across all hierarchies in the company". These same HR policies had to be turned into practices that were used by both managers and employees as part of their everyday work. The hr management role has changed tremendously from being a mostly personnel function, consisting primarily of a lot of paper pushing, hiring and firing, to being totally responsible fo

The sum of the environmental factors that facilitated the actions and changes in each of the organizations was as follows:

Employee empowerment can provide a valuable source of competitive advantage to be considered in strategic decision-making. Empowerment can improve productivity in two ways. First, it can strengthen motivation by providing employees with the opportunity to attain intrinsic rewards from their work, such as a greater sense of accomplishment and a feeling of importance. Workers then become self-motivated. Second, employee empowerment can improve productivity because the process leads to better decision. Decisions are better because they are made by employees, (as in the case at Ingersoll-Rand, when the employees were included in the purchase of the new technology system for the company) and employees have a more complete knowledge of their work than do their managers. Furthermore, employees are more likely to accept (and thus implement) decisions when they have participated in the decision-making process. An organization's competitive advantage rests with managing and developing its "knowledge capital". Knowledge capital refers to the collective economic value of the organization's workforce. It encompasses the organization's ability to stimulate employees to develop new approaches to cutting costs and increasing revenues, and to discover new products and services. Examples of this include information sharing which provides an informed basis for employees to appreciate how their own interests and those of the company are related, and thus provides them with the information they need in order to do what is required for success in various business related situations. There is also employee ownership with things such as shares of company stock and profit-sharing programs; and informal participative decision -making programs, where managers decide just how much decision-making authority employees should have and managers and subordinates make joint decisions on a day-to-day basis.

r the maximization of "human capital effectiveness". Which primarily creates a better-trained, more flexible workforce that will add more to the bottom line. Peoples' Bank went through some organizational restructuring in order to stay competitive in the marke

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Approximate Word count = 1539
Approximate Pages = 6 (250 words per page double spaced)