A Critical Analysis of the Four-Role Model and the Subsequent Three-Legged Stool
A Critical Analysis of the Four-Role Model and the Subsequent Three-Legged Stool
Ever since the timely establishment of the four-role model and the subsequent three-legged stool model by the renowned academician, Dave Ulrich; there have been a lot of praise and criticisms alike from various human resource (HR) scholars. According to Wang and Niu (2010: 13), the four-role model and the three-legged stool model (which, essentially, is a branch of the four-role model) were established with the primary purpose of transforming the HR departments in companies whichat that timewere witnessing a lot of managerial problems.
There are several things that are outlined in the four-role model as well as the three-legged stool model. However, in brief, the following are the major components of these models. In his first writings on the four-role model, Ulrich (1997, 23) stated that in order for an organization's HR department to become fully effective; it must ensure that it keenly considers four key issues. These are: its strategic partners, the change agents in the organization, the employee champion and its administrative experts.
As time progressed and the nature of organizations began to change; Ulrich decided to restructure the four-role model into a simpler model which would accommodate the HR needs of the changing times (Transact HR 2009). It is during this time that the three-legged stool model was established. In summary, the three-legged stool model focuses on establishing shared services, centers of excellence and strategic business partners as the key functional areas of improving efficiency not just in the present times but even for the future of the organization.
According to Transact HR (2009), both the four-role step model and the three-legged stool model operate under the same principles and ideologies. The only difference is that the three-legged stool is said to be much more simplified and easy for implementation in comparison to the four-role model. This is probably both the three-legged stool and four-role models are normally used by scholars to refer to the same thing. A more evaluative explanation of these two models will be given later in this paper.
As was partly mentioned before, some scholars believe that Ulrich's model is a good way of improving the efficiency of an organization. To such scholars, the success of an organization greatly depends on the implementation of the propositions by Ulrich. As will be explained later using appropriate examples; a good number of successful organizations today have implemented some, if not all, of the concepts outlined by Ulrich (Redman & Wilkinson 2009: 38-41).
On the other hand, there is a smallyet very vibrantgroup of HR scholars who oppose the teachings put forward by Ulrich and advocate for other alternative methods of improving efficiency in HR, and therefore overall improvement of efficiency in an organization. To this group, despite the fact that Ulrich's ideas are well presented in his writings; they merely serve their purpose on a theoretical and not practical level. This, according to Castledine (2007), is the major reason why Ulrich's model is believed to be difficult to implement in organizations.
It is based on these diverse opinions, facts, suggestions and arguments that this paper is going to focus on doing a critical analysis of Ulrich's model. In doing this, the essay will be orderly outlined as follows.
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A Critical Analysis of the Four-Role Model and the Subsequent Three-Legged Stool Anaheim