Assignment 2: Project Leadership Roles At TriHealth Case Stu

Assignment 2 Project Leadership Roles At Trihealth Case Study From C

Assignment 2: Project Leadership Roles at TriHealth (Case Study from Chapter 3) Read the case titled: “Project Leadership Roles at TriHealth” found in Chapter 3. This assignment is about developing a specific project team for TriHealth. Write a six to eight (6-8) page paper in which you :Identify the common roles in a human resource project. Then, analyze these roles to typical human resource functions.Reorganize any two (2) roles at TriHealth that result in shared responsibilities and then state why you chose those two roles.Suggest the short-term and long-term effects on the company with roles being shared among employees.Analyze the need for an additional role. Then, propose a new role and its proposed impact.Use at least four (4) quality academic (peer-reviewed) resources in this assignment

Paper For Above instruction

The development and management of effective project teams are crucial components in ensuring the success of organizational initiatives, especially in dynamic environments such as healthcare. In the context of TriHealth, a comprehensive understanding of the common roles within a human resource (HR) project is foundational for orchestrating efficient team structures and responsibilities. This paper explores these roles, analyzes their alignment with typical HR functions, and examines potential restructuring to foster shared responsibilities. Furthermore, it proposes an additional role that could enhance project outcomes, supported by scholarly literature to underline the significance of strategic HR role management.

Common Roles in a Human Resource Project

Human resource projects encompass diverse roles, each contributing uniquely to project objectives. Key roles typically include the HR Project Manager, HR Business Partner, HR Specialist, and Employee Engagement Coordinator. The HR Project Manager oversees project execution, ensures alignment with organizational goals, and manages timelines and resources (Brewster, Chung, & Sparrow, 2016). The HR Business Partner acts as a liaison between HR and organizational units, translating strategic objectives into HR initiatives (Dietz, 2018). HR Specialists focus on specific functions such as recruitment, training, or compliance, providing subject-matter expertise (Schuler & Jackson, 2018). The Employee Engagement Coordinator addresses employee morale, engagement, and retention, fostering a productive work environment (Kular, Ghauri, & Rafiq, 2019).

Analysis of HR Roles and Typical HR Functions

Each HR role aligns with core HR functions such as staffing, training and development, employee relations, and compliance. The HR Project Manager encapsulates multiple functions including planning, communication, and stakeholder management—integral to project success (Kahn, 2017). The HR Business Partner tends to focus on aligning HR strategies with organizational goals and workforce planning (Ulrich & Brockbank, 2018). HR Specialists support operational functions like talent acquisition, onboarding, or training programs (Cascio & Boudreau, 2016). The Employee Engagement Coordinator directly impacts employee relations and retention, enhancing organizational climate and culture (Saks, 2019).

Reorganization of Roles for Shared Responsibilities at TriHealth

In the case of TriHealth, reorganization of the HR roles can improve efficiency and foster collaborative responsibility. For instance, the HR Business Partner and Employee Engagement Coordinator could be merged into a broader Employee Relations and Development Manager role. This hybrid role would oversee employee engagement initiatives, conflict resolution, and organizational culture, sharing responsibilities that traditionally fall under distinct titles. The rationale for choosing these two roles lies in their overlapping focus on employee welfare and organizational climate, which are pivotal during projects involving change management and staff adaptation.

Short-term and Long-term Effects of Shared Roles

Sharing roles among employees can create immediate benefits such as increased flexibility, better communication, and a more cohesive understanding of project dynamics. In the short term, this can lead to quicker decision-making and more responsive problem-solving (Baron & Kreps, 2019). However, there could be challenges, such as role ambiguity or workload imbalance. In the long term, shared responsibilities can promote a culture of collaboration, knowledge sharing, and adaptability—traits essential in the ever-evolving healthcare sector (Cummings & Worley, 2018). Conversely, if roles are not clearly defined, it may result in accountability issues or burnout, emphasizing the need for structured role delineation and ongoing evaluation.

Need for an Additional Role and Its Proposed Impact

Despite effective team structures, the complexity of HR functions in healthcare suggests the need for a dedicated Change Management Specialist. This role would plan, implement, and monitor change initiatives, ensuring smooth transitions during organizational or process changes. The proposed Change Management Specialist would facilitate stakeholder communication, training, and resistance management, thereby increasing change adoption rates (Hiatt, 2018). Implementing this role could significantly improve project success rates, reduce employee resistance, and enhance adaptability—crucial elements in maintaining healthcare excellence (Kotter, 2012).

Conclusion

Optimizing HR roles within TriHealth's project teams through strategic reorganization and role enhancement can lead to improved operational efficiency, employee satisfaction, and organizational agility. By understanding core HR functions, sharing responsibilities where appropriate, and introducing targeted roles like Change Management Specialist, TriHealth can better meet its strategic objectives in a complex healthcare landscape. Continued scholarly insights and practical implementation are essential to sustaining these improvements over the short and long term.

References

• Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing Human Resource Management. Routledge.
• Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competence: From International HR to Talent Management. Journal of World Business, 51(1), 103–114.
• Dietz, G. (2018). Human Resource Strategies for Managing Change. Human Resource Management Review, 28(2), 150–160.
• Hiatt, J. (2018). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci.
• Kahn, W. A. (2017). The Dynamics of Employee Engagement. Human Relations, 70(4), 393–414.
• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• Kular, S., Ghauri, P., & Rafiq, M. (2019). Employee Engagement and Organizational Culture. Employee Relations, 41(4), 817–832.
• Saks, A. M. (2019). Employee Engagement: An Integrative Review. Journal of Organizational Behavior, 40(2), 216–232.
• Schuler, R. S., & Jackson, S. E. (2018). Managing Human Resources. Cengage Learning.
• Ulrich, D., & Brockbank, W. (2018). The HR Value Proposition. Harvard Business Review Press.