Table of contents
Part 1
The concept HR-function and its theoretical prospective (meaning, content, levels, etc.).
Analysis of how the HR-function should be organized according to HRM-theories and the way the HR-function is organized in practice within different organizations.
Part 2
Identification of changes (direct and indirect) influencing the HRM function.
Discussion of the ways how these changes impact the HRM function, and how the HRM function might respond to the changes.
Part 1
The HR-function can be understood by looking at which HRM-activities are performed by which individuals in a company. So one way of viewing the HR-function is by looking at what is (to be) done: the HRM-activities. The other way to look at the HR-function is by looking at who is supposed to/doing them. Valverde et al. (2006) combine both aspects of the HR-function and explain that it not only contains the set of activities performed by the HR-department, but it is considered as all the managerial actions at any level in the organization which are dealing with the organisation of work and the entry, development and exit of employees. Valverde et al. (2006) identify different levels within the organization involved in the execution of HRM-activities. These levels are the top management, the line management, the HR-department and external providers. Valverde et al (2006) distinguish HRM-activities along the line of the activities involved and identify: strategic decision making and leadership, operational decisions and daily people management, service delivery, policy making and diagnostic, monitoring and follow-up activities and high level specialist HRM. Valverde et al. (2006), based on empirical research, conclude that ...