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Section 2: The role of HRM.
According to Mullins (2006), the role of human resources management is to ensure that management deals effectively with everything concerning the people resource of the organisation, people development, and managing the relationships between the management and the employees. Its role is to play an active role in the process - a facilitator- to advocate all the members and ensure that every employee's voice and concerns are heard. In addition, HRM makes sure that all plans for changing in conduct will have a sufficient time and resources to take effect; especially, to align between the people processes and the goals of the business to create a shared sense of meaning.

In strategic management of human resources, develop Human Resource plans and strategies align to the organization's strategic direction, and business strategy. HRM also need to provide tools to conduct these strategies and control the processes and systems. The need of the human resources professional in the frequently change is the result of the required effectiveness of the organisation. Both the capability and knowledge of the HR professional to perform successful change strategies make them exceptionally valued. In order to minimize employee's dissatisfaction and resistance to change, the knowledge of how to connect the change to the strategic needs of the organisation is significant.

In human resource planning, the long-term/ short-term human resource needs are needed to be determined, and also the area that HR people need and the requirements of jobs. The design of job descriptions and job specifications is based on the outcomes of the job analysis data. For people succeed and contribute in the design of work process systems, the human resource representative people must have a well knowledge about the design. Furthermore, HR is also responsible for tying incentives and rewards to certain positions and roles in order to maximize performance levels.

A number of firms believe they are in an environment where workforces with the type of competencies that they need are in short supply. At the same time, it is critical to the success of any people-based strategy to attract and retain the very best people. It is important to structure an environment characterized by the following goals: achieving long-term business success, ensuring that the organisation's employees feel valued, ensuring a sense of pride of association with the company, ensuring that each employees has the opportunity to reach his/her highest potential personally and professionally, and generating a sense of excitement and fun. All of those goals are important to the HR manager that they have to achieve in an organisation.

In article “The strategic role of HR'', Rene T. Domingo has demonstrated that an effective strategic human resource has equally decision as the company's marketing strategy, hence the HR development should have more strategic roles (Domingo 2003). The strategic human resources main task is to take part in strategic corporation rather than support administration; it is more likely taking the initiative than reactive in its rapport with other functional areas. It is more concerned about what the customers need in the future to compete globally. The managers do not wait for direction or complaint; they research for the future improvement, and offers proactive solutions and strategi