THE ROLE OF HUMAN RESOURCE MANAGEMENT IN SUPPORTING THE ORGANISATIONAL STRATEGY IN THE PUBLIC SERVICE

Abstract

Grappling with realities of the role of human resource management (HRM) in supporting the implementation of organisational strategy requires a pragmatic analysis of the interplay between this strategy and the HR function. Human resource management must provide support to management in its implementation of the organisational strategy. The analysis of this role should also (based on cognitive evidence) inform various strategic options to improve the role played by human resource management within organisations. In shaping these options, it is necessary to draw on available data on the management of human resources, both locally and across the globe, and particularly on the specific realities facing South Africa. The primary focus of this study is to analyse the role of human resource management (HRM) in supporting the implementation of the organisational strategy, and to establish and highlight the challenges that impede the HRM in executing this role. The study focuses its attention on the role of HRM within the Public Service, and in particular within the Public Service Commission. The analysis of literature and evidence from the interviews indicates that there are challenges facing the management of human resources in the public service. Accordingly, the study has identified a need for the role of HRM to be realigned to ensure that it provides support to management and facilitates the implementation of the organisational strategy. The study has identified three strategic frameworks, namely, the Contingency Model of Human Resource Management, the System-Functional Model and the HC Bridge® Framework. These models are intended to assist the HRM discourse in moving the „traditional HRM administrative role‟ to a strategic HRM role. Using these strategic models, the study hopes to inform and shape debates around the management of human resources in organisations, with a view to achieving the best HRM models and improving productivity within the South African labour force