ABSTRACT
One important issue in the positioning of Human resource (HR) is what its relationship to employees is. The power remained with senior management; HR was confined to administration and, at best, execution of senior management decisions. The consequence in some organizations is that HR is merely seen as a cost, not as a value creator. Another problem with HR's positioning, which has still not sorted out everywhere, concerns HR's governance role in relation to the line. Failing devolution prevents the HR function adjusting its role from tactical, short-term fire fighting to something longer term and more strategic. Getting devolution done in the 'right way' also extends to people management processes. HR might legitimately want to ensure that they are done to a standard. So, the challenge is, with ever less reason for contact, in what way does HR understand the views and aspirations of employees so that they can be accounted for in people management policies and practices.
