Introduction
Dave Ulrich Model indicates the most prominent and critical roles of human resource management in merging processes. Dave Ulrich, who is one of the experts in human resource management, clearly outlines the HR concepts that mark the beginning of partnership forms of management. This paper critically examines the importance of evaluating the most prominent role of the Dave Ulrich model.
Theoretical Contribution of the Dave Ulrich Model
Dave Ulrich’s model (1996) has significantly contributed to the development of contemporary human resource management (HRM) concepts. According to Holley (2009), the model has remained popular amongst HR managers in the last decade. At the outset, the Ulrich’s model has heightened HRM support roles in areas such as organisational change, staffing, and business partnerships. Most importantly, the model has provided a framework for more radical business changes such as merging processes among others (Mahboobeh & Amir 2012).
The Dave Ulrich’s model identifies four roles that include change agent, employee champion, administrative expertise, and strategic partner (Ulrich & Brockbank 2013). However, strategic partner is the most prominent among the aforementioned roles. Evaluation of this role ensures that HR managers provide crucial advice concerning improvement of the organisation’s cost-effectiveness (Caldwell 2010). They conduct evaluation of the financial position of the organisation to determine whether both short-term and long-term goals are achievable. This situation enables them to be in a better position to propose viable ideas for the business with a view of maximising profits whilst minimising costs (Huselid & Becker 1999).
The Value and Importance of the Theoretical Contribution
The value of theoretical contribution of the Ulrich’s model is manifested through modern business practices (Ulrich & Brockbank 2013). In the wake of radical business trends such as evolution of mergers, the model provides a basis for HR orientation in areas that include employee participation, organisational functionality, and change management among others (Ulrich 1996). In addition, the importance of the model’s theoretical contribution is realised in the formation of partnerships amongst organisations. Finally yet importantly, the model enables HR managers to execute practices that promote realisation of outcomes and add value. In this context, HR professionals actively participate in formulation and implementation of robust business decisions that are aimed at accomplishment of organisational goals (Sparrow, Farndale, & Scullion 2013).
Theoretical Contribution to Merging Processes
The twenty-first century has seen radical changes such as organisational merging that serves as a tool to achieve and sustain the competitive advantage of businesses (Armstrong 2008). Dave Ulrich’s model focuses on key practices such as staffing, downsizing, resizing, survival syndrome, and culture that can affect the merging process adversely if they are mismanaged (Caldwell 2003). The desire to achieve efficiency in the organisational processes and operations is a major driving force towards achievement of business goals (Sparrow, Farndale, & Scullion 2013). HR managers need to exercise diligence in making correct decisions in an attempt to understand future organisational requirements, existing expertise, and proficiency levels within the merging businesses (Swift 2012; Ulrich 1996).
The survival syndrome has a potential to affect the business establishments adversely if not countered effectively (Swift 2012; Ulrich 1996). However, the evaluation of the importance of the Ulrich’s model can enable HR managers to counter such downsides effectively. In the context of merging, Ulrich (1996) posits that managers should consider downsizing the workforce to purge redundancy, enhance efficiency, and attain economies of scale. Rafat, Mahboobeh, and Amir (2012) reveal that most approaches and strategies of downsizing and rightsizing an organisation after a merger process can make the organisation fail if they are not undertaken efficiently.
Conclusion
This essay has provided critical evaluation of the theoretical contribution of Dave Ulrich’s model in present-day business environment. Practices such as merging can enable HR professionals to play strategic roles. However, failure can result if they are not managed carefully.
References
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