Need Done By July 30, 2017, Week 4, And Worth 240 Points ✓ Solved

Need Done By 7 30 2017 Pleasedue Week 4 And Worth 240 Pointsread The C

Need done by please Due Week 4 and worth 240 points 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 five (5) 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. Your assignment must: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format.

Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. The specific course learning outcomes associated with this assignment are: Assess organizational strategies that contribute to effective project management of human resources. Use technology and information resources to research issues in managing human resource projects. Write clearly and concisely about managing human resource projects using proper writing mechanics.

Sample Paper For Above instruction

Introduction

Effective human resource (HR) management is crucial for successful project management within organizations. Human resource projects involve various roles that ensure the smooth functioning of projects, facilitate communication, and support organizational goals. Understanding these roles, their functions, and potential reorganizations can improve project outcomes and organizational efficiency. This paper explores the common roles in HR projects, analyzes their functions, proposes role sharing, and introduces a new role tailored for TriHealth's needs.

Common Roles in Human Resource Projects

In HR projects, several core roles are typically present. These include the HR Manager, Recruiter, Training and Development Coordinator, Employee Relations Specialist, and Compliance Officer. Each participating role contributes specific functions that advance project objectives. The HR Manager oversees overall project coordination and strategic alignment, serving as the central leadership figure. Recruiters handle talent acquisition, ensuring the organization fills vacancies with suitable candidates. Training and Development Coordinators focus on employee education and skill enhancement aligned with project demands. Employee Relations Specialists manage communication between employees and management, fostering a positive work environment. Compliance Officers ensure adherence to legal and organizational standards, mitigating risks associated with HR activities.

Analysis of HR Roles and Their Functions

Mapping these roles to human resource functions reveals their interconnectedness. For example, the HR Manager performs strategic planning, leadership, and overall supervision—core HR functions. Recruiters execute staffing and talent acquisition, aligning with HR's operational functions. Training Coordinators address employee development and knowledge management. Employee Relations Specialists engage in communication strategies and conflict resolution. Compliance Officers manage legal compliance, ethics, and policy enforcement. Recognizing these functions helps organizations streamline processes, improve role clarity, and foster collaboration among HR team members.

Reorganization and Shared Responsibilities at TriHealth

At TriHealth, roles such as the HR Manager and Employee Relations Specialist could be reorganized to share responsibilities. For instance, the HR Manager could also take on employee engagement initiatives, which traditionally fall under Employee Relations. Conversely, Employee Relations could share some duties related to conflict management with HR Managers to foster a cohesive approach. This sharing of responsibilities reduces redundancy, enhances flexibility, and promotes a team-oriented environment. The reason for choosing these roles is that both are central to managing organizational culture and employee satisfaction, which are critical for project success.

Effects of Role Sharing on Short-term and Long-term Organizational Outcomes

Sharing roles can produce immediate benefits such as increased collaboration, improved communication, and flexible resource allocation. In the short term, it allows TriHealth to adapt quickly to project demands without the delay of role-specific bottlenecks. Long-term effects include developing a more versatile HR team capable of handling diverse challenges, fostering innovation, and promoting a unified organizational culture. However, role sharing may also lead to role confusion if not clearly defined. Proper training and clear delineation of responsibilities are essential to mitigate potential drawbacks.

The Need for an Additional Role

As the organization evolves, the increasing complexity of HR functions necessitates dedicated oversight of HR technology systems, data analytics, and strategic planning. Therefore, proposing a Strategic HR Analyst role would be beneficial. This role would focus on data-driven decision-making, utilizing HR analytics to improve talent management, forecasting, and organizational development. The impact of this role would be significant, providing TriHealth with insights needed for proactive HR strategies, aligning workforce capabilities with organizational goals, and enhancing overall project management effectiveness.

Proposed Impact of the New Role

The Strategic HR Analyst would streamline decision-making processes by providing insights backed by data, improving recruitment strategies, employee retention, and training programs. Additionally, this role would facilitate forecasting future HR needs, supporting long-term strategic planning. Such data-driven approaches foster accountability, transparency, and continuous improvement. In the competitive healthcare industry, where TriHealth operates, a strategic HR function can be a critical differentiator by enabling the organization to respond swiftly to labor market changes and regulatory shifts.

Conclusion

In conclusion, understanding and optimizing HR roles within projects like those at TriHealth is vital for success. Reorganizing roles to share responsibilities can improve organizational agility and employee satisfaction, while the introduction of a Strategic HR Analyst can enhance decision-making and strategic planning. These adjustments ensure the organization remains adaptive, compliant, and positioned for sustainable growth in the dynamic healthcare environment.

References

  • Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: HR and talent management in the 21st century. Journal of World Business, 51(1), 103-114.
  • Dessler, G. (2020). Human Resource Management (16th ed.). Pearson.
  • Boxall, P., & Purcell, J. (2016). Strategy and human resource management. Macmillan International Higher Education.
  • Stone, D. L., Deadrick, D. L., & Lukaszewski, K. (2015). The influence of technology on work: A review and agenda for the future. Journal of Management, 41(1), 328-352.
  • Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR competencies: Mastery at the intersection of people and business. Society for Human Resource Management.
  • Wright, P. M., & McMahan, G. (2011). Exploring human capital: putting 'human' back into strategic human resource management. Human Resource Management Review, 21(2), 123-133.
  • Snape, E., Redman, T., & Bamber, G. J. (2016). Managing human resources. Routledge.
  • Garavan, T. N., Carbery, R., & Rock, A. (2018). Human resource development: A review and synthesis. Human Resource Development Review, 17(3), 266-293.
  • Paauwe, J., & Boon, C. (2018). Strategic Human Resource Management: A Reconsideration. Human Resource Management, 57(1), 113-126.
  • Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing Human Resource Management. Routledge.

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