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1.1Summarise the organizational objectives that the HR function is responsible for delivering and how these are evolving in contemporary organizations.

The HR function plays a crucial role in organizations by aligning its objectives with the overall strategic goals and contributing to the achievement of organizational success. Traditionally, HR objectives have revolved around talent acquisition, employee development, performance management, and ensuring compliance with labor laws. However, in contemporary organizations, these objectives are evolving to address the changing dynamics of the business environment and the workforce.

One of the primary objectives of the HR function is talent acquisition. In the past, HR focused mainly on recruiting and selecting candidates who possessed the necessary skills and qualifications. However, in today’s competitive landscape, HR is increasingly responsible for attracting and retaining top talent. This involves developing employer branding strategies, leveraging social media and technology for recruitment, and creating an inclusive and engaging workplace culture to appeal to a diverse workforce.

Employee development is another critical objective of the HR function. In the past, HR primarily focused on training and development programs to enhance employees’ skills and knowledge. However, contemporary organizations recognize the importance of continuous learning and development to keep pace with technological advancements and market trends. HR now plays a pivotal role in fostering a learning culture, providing opportunities for upskilling and reskilling, and facilitating knowledge sharing across the organization.

Performance management has also undergone significant changes in contemporary organizations. Traditionally, HR focused on annual performance appraisals and evaluations. However, organizations now realize that continuous feedback and performance conversations are essential for employee growth and development. HR is responsible for implementing performance management systems that emphasize ongoing feedback, coaching, and goal alignment to enhance individual and organizational performance.

Ensuring compliance with labor laws and regulations remains a critical objective for the HR function. However, the evolving legal landscape, including changes in employment laws, data protection, and diversity and inclusion regulations, requires HR to stay updated and adapt their practices accordingly. HR professionals must navigate complex legal requirements, promote ethical behavior, and establish policies and procedures that protect the rights and well-being of employees while mitigating organizational risks.

In addition to these traditional objectives, contemporary organizations are placing greater emphasis on employee engagement and well-being. HR is responsible for fostering a positive work environment, promoting work-life balance, and addressing the holistic needs of employees. This includes initiatives such as employee assistance programs, wellness initiatives, flexible work arrangements, and diversity and inclusion efforts. Organizations recognize that engaged and satisfied employees are more likely to be productive, innovative, and committed to the organization’s success.

1.2 Major Theories of Effective Change Management and Implementation and Evaluation:

There are several major theories of effective change management that provide frameworks for organizations to successfully navigate and implement change initiatives. These theories include:

Lewin’s Change Management Model

Lewin’s model suggests that successful change involves three stages – unfreezing, moving, and refreezing. Unfreezing involves creating awareness of the need for change, moving involves implementing the change, and refreezing involves embedding the change as the new norm. This theory emphasizes the importance of preparing individuals and the organization for change, managing the transition effectively, and reinforcing the change to sustain it.

Kotter’s 8-Step Change Model

Kotter’s model provides a systematic approach to managing change. It involves creating a sense of urgency, forming a guiding coalition, developing a vision and strategy, communicating the change, empowering employees, generating short-term wins, consolidating gains, and anchoring the change in the organizational culture. This theory emphasizes the need for strong leadership, effective communication, and employee involvement throughout the change process.


The ADKAR model focuses on individual change and outlines five key elements – awareness, desire, knowledge, ability, and reinforcement. This model highlights the importance of addressing the psychological and behavioral aspects of change, understanding individuals’ readiness for change, and providing the necessary support and resources to facilitate successful adoption of the change.

To implement and evaluate change initiatives, organizations can use various strategies and techniques. Implementation often involves clear communication of the change, involving employees in the process, providing training and resources, and monitoring progress. Evaluation of change effectiveness can be done through various methods such as surveys, focus groups, interviews, and performance metrics. Organizations may assess factors such as employee satisfaction, productivity, and financial performance to measure the impact of the change and make adjustments if necessary.

1.3 The Business Case for Managing HR in a Professional, Ethical, and Just Manner:

Managing HR in a professional, ethical, and just manner is not only a moral imperative but also a strategic business decision. The business case for ethical and just HR practices can be evaluated based on several factors:

Reputation and Employer Brand

Organizations that prioritize professional, ethical, and just HR practices build a positive reputation as an employer of choice. This reputation helps attract and retain top talent, enhancing the organization’s employer brand and competitive advantage in the labor market.

Employee Engagement and Productivity

Professional, ethical, and just HR practices foster a work environment that promotes trust, fairness, and transparency. When employees perceive that they are treated fairly and their rights are protected, they are more likely to be engaged, motivated, and productive. This, in turn, positively impacts organizational performance.

Legal Compliance and Risk Mitigation

Adhering to professional, ethical, and just HR practices ensures compliance with labor laws, regulations, and industry standards. By following legal and ethical guidelines, organizations mitigate legal risks, potential lawsuits, and reputational damage associated with non-compliance.

Talent Retention and Succession Planning

Organizations that manage HR in a professional, ethical, and just manner are more likely to retain top talent. When employees experience fairness, respect, and equal opportunities, they are less likely to seek alternative employment. Additionally, ethical HR practices contribute to effective succession planning by identifying and developing future leaders based on merit and potential.

Innovation and Creativity

A culture of professional, ethical, and just HR practices fosters an inclusive and diverse workforce. Inclusion and diversity contribute to a broader range of perspectives, ideas, and experiences, which enhances creativity, innovation, and problem-solving capabilities within the organization.

Stakeholder Trust

Professional, ethical, and just HR practices build trust not only among employees but also among other stakeholders such as customers, shareholders, and the community. When an organization is perceived as treating its employees fairly and ethically, it enhances its overall reputation and strengthens relationships with stakeholders. This trust can lead to increased customer loyalty, investor confidence, and community support.

Furthermore, managing HR in a professional, ethical, and just manner helps to prevent negative consequences that can arise from unethical practices, such as discrimination lawsuits, employee grievances, high turnover rates, and damage to the organization’s brand image. By proactively addressing these issues and promoting a culture of fairness and integrity, organizations can avoid costly legal battles, negative publicity, and potential financial losses.

2.1 Explain the different ways in which HR objectives can be delivered in organizations

HR objectives can be delivered in various ways within organizations, depending on their specific needs and priorities. Here are some different ways in which HR objectives can be effectively delivered:

Policies and Procedures

One way to deliver HR objectives is by establishing clear policies and procedures that outline expectations, guidelines, and processes for various HR functions. This includes policies related to recruitment, selection, onboarding, performance management, employee development, compensation, benefits, and employee relations. By having well-defined policies and procedures, organizations can ensure consistency, fairness, and compliance in HR practices.

Training and Development Programs

HR objectives related to employee development and skill enhancement can be delivered through training and development programs. These programs can include workshops, seminars, online courses, mentoring, coaching, and job rotations. By investing in the learning and development of employees, organizations can enhance their skills, knowledge, and capabilities, leading to improved performance and career growth.

Performance Management Systems

HR objectives related to performance management can be delivered through performance management systems. These systems include setting performance goals, providing regular feedback, conducting performance appraisals, and recognizing and rewarding high performers. Performance management systems help align individual and team goals with organizational objectives, track progress, and provide opportunities for improvement and recognition.

Recruitment and Selection Strategies

HR objectives related to talent acquisition can be delivered through effective recruitment and selection strategies. This involves attracting qualified candidates, conducting thorough assessments, interviews, and reference checks, and selecting the best fit for the organization. By implementing robust recruitment and selection processes, organizations can ensure they have the right talent to meet their business needs.

Employee Engagement Initiatives

HR objectives related to employee engagement and well-being can be delivered through various initiatives aimed at creating a positive work environment. This includes fostering open communication, promoting work-life balance, recognizing and rewarding achievements, providing opportunities for growth and development, and promoting a culture of inclusion and diversity. Employee engagement initiatives contribute to higher levels of job satisfaction, productivity, and commitment to the organization.

HR Technology and Systems

HR objectives can be effectively delivered through the implementation and utilization of HR technology and systems. These technologies include HRIS (Human Resource Information Systems), talent management systems, applicant tracking systems, and performance management software. HR technology streamlines HR processes, improves data accuracy and reporting capabilities, and enhances efficiency and productivity in HR operations.

Collaboration and Partnerships

HR objectives can also be delivered through collaboration and partnerships with other departments and stakeholders within the organization. HR can work closely with managers, executives, and other functional areas to align HR strategies with organizational goals, address workforce needs, and drive organizational success. By fostering strong relationships and collaboration, HR can effectively deliver its objectives and create a unified approach to people management.

2.2 Analyse how the HR function varies between organizations in different sectors and of different sizes.

3.1 Discuss the main criteria and methods used to evaluate the contribution of the HR function.

4.1 Identify and evaluate research evidence linking HR practices with positive organizational outcomes.

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