Why We Hate HR:
Reaction Paper
Hammonds’ “Why We Hate HR” makes it very clear that he does not like the Human Resource (HR) department, however Hammonds’ opinion about why he doesn’t like HR lacks important key facts and issues. One of the main issues Hammonds emphasizes about HR is the departments’ lack of involvement with overarching strategic mission planning of the company. He mentions several reasons for this including that HR does not understand business strategy, HR is not concerned with the bottom line of the company but rather more concerned with employee satisfaction, HR is more concerned with preventing litigation and enforcing rules then helping individuals and finally, HR is too concerned with picnic planning and payroll which, …show more content…
One example is that Hammonds seems to blame HR for outsourcing trivial administrative details, and then seems to blame them again when those functional tasks that the staff were good at are removed, implying that the skill sets remaining for the HR staff are useless. Hammonds (2005) does not share equal responsibility for what he calls “the marginalization of HR.” He indicates that it is “unclear what came first, the marginalization of HR by senior management or the stagnation of the skill of HR professionals” (Hammonds, 2005). In this statement Hammonds supports the notion that senior management did play a role in the marginalization of HR, but then titled and ended his article “Why We Hate HR.” It does not make sense that Hammonds can agree that senior management played a role in marginalization HR’s skill sets and then hate HR for it. The contradicting ideas Hammonds has only furthered me to disagree with his opinions. Also, HR is not solely to blame for what Hammonds feels is their inability to contribute directly to the bottom line of the organization. It is true that HR must improve their knowledge of business practices such as understanding financial statements, business strategy and customer needs, however, a structure to integrate this knowledge must be vertically …show more content…
X., Linh, P. T., & Tuan, A. (2011). Strategic Human Resource Management as Ethical Stewardship. Journal of Business Ethics, 171-182. Retrieved from https://doi.org/10.1007/s10551-010-0541-y
Hammonds, K. (2005). Why We Hate HR. Fast Company.
Nasiri, S., & Zanjani, S. V. (2012). A Consideration of Human Resource Management Future. International Journal of Academic Research in Business and Social Sciences, 2, 529-535. Retrieved from http://www.hrmars.com/admin/pics/567.pdf
Null. (2006, January 1). Another Reaction To 'Why We Hate HR'. Retrieved from Human Resource Excecutive: http://www.hreonline.com/HRE/view/story.jhtml?id=4287065
Pynes, J. E. (2009). Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach. San Francisco, CA: Jossey-Bass.
Syed, N., & Yan, L. X. (2012, June). Impact of High Performance Human Resource Management Practices on. INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS, 4,
Reaction Paper
Hammonds’ “Why We Hate HR” makes it very clear that he does not like the Human Resource (HR) department, however Hammonds’ opinion about why he doesn’t like HR lacks important key facts and issues. One of the main issues Hammonds emphasizes about HR is the departments’ lack of involvement with overarching strategic mission planning of the company. He mentions several reasons for this including that HR does not understand business strategy, HR is not concerned with the bottom line of the company but rather more concerned with employee satisfaction, HR is more concerned with preventing litigation and enforcing rules then helping individuals and finally, HR is too concerned with picnic planning and payroll which, …show more content…
One example is that Hammonds seems to blame HR for outsourcing trivial administrative details, and then seems to blame them again when those functional tasks that the staff were good at are removed, implying that the skill sets remaining for the HR staff are useless. Hammonds (2005) does not share equal responsibility for what he calls “the marginalization of HR.” He indicates that it is “unclear what came first, the marginalization of HR by senior management or the stagnation of the skill of HR professionals” (Hammonds, 2005). In this statement Hammonds supports the notion that senior management did play a role in the marginalization of HR, but then titled and ended his article “Why We Hate HR.” It does not make sense that Hammonds can agree that senior management played a role in marginalization HR’s skill sets and then hate HR for it. The contradicting ideas Hammonds has only furthered me to disagree with his opinions. Also, HR is not solely to blame for what Hammonds feels is their inability to contribute directly to the bottom line of the organization. It is true that HR must improve their knowledge of business practices such as understanding financial statements, business strategy and customer needs, however, a structure to integrate this knowledge must be vertically …show more content…
X., Linh, P. T., & Tuan, A. (2011). Strategic Human Resource Management as Ethical Stewardship. Journal of Business Ethics, 171-182. Retrieved from https://doi.org/10.1007/s10551-010-0541-y
Hammonds, K. (2005). Why We Hate HR. Fast Company.
Nasiri, S., & Zanjani, S. V. (2012). A Consideration of Human Resource Management Future. International Journal of Academic Research in Business and Social Sciences, 2, 529-535. Retrieved from http://www.hrmars.com/admin/pics/567.pdf
Null. (2006, January 1). Another Reaction To 'Why We Hate HR'. Retrieved from Human Resource Excecutive: http://www.hreonline.com/HRE/view/story.jhtml?id=4287065
Pynes, J. E. (2009). Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach. San Francisco, CA: Jossey-Bass.
Syed, N., & Yan, L. X. (2012, June). Impact of High Performance Human Resource Management Practices on. INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS, 4,