Whether an organization consists of five or 25,000 employees, human resource management is vital to the success of the organization. Human resources are important to all managers because they provide managers with the resources – employees – needed to produce work for managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of HR management in order to ensure that they are not only consistent but support also the achievement of corporate objectives". .” (Massey, 1994, p. 27) Managers rely on human resources to provide effective staff who can achieve the organization's goals. HR is invaluable in ensuring that employees are high performers, addressing performance issues, and certifying that existing methods comply with the rules, contracts, and laws under which the organization operates. When HR can develop processes to attract, hire, and develop motivated employees, managers are able to focus on the goals of their department and the organization. In my organization, the City, managers look to human resources to provide effective staffing. City managers are often employees who have advanced through the ranks and achieved promotions through proven skills, education and ability. They are not educated in the field of human resources. Managers rely on human resources to meet departmental staffing needs and to determine how best to use existing human resources. Human resources can determine whether existing staff can be used, create a business case for a new position or job description, and develop processes to identify suitable employees. The expectation is that HR is able to identify here… middle of paper… within the organization, HR is able to provide decision makers with valuable information and guidance related to resource management human. HR can develop, communicate and implement strategy, evaluate data and create success. When done correctly, HR has the potential to create a satisfying environment for employees and provide valuable guidance and data for decision making so that the organization's goals are achieved. References Jackson, S. E., Schuler, R. S., & Rivero, C. J. (1989, Win). Organizational characteristics as predictors of personnel practices. Personnel Psychology, 42(4), 727-786.Massey, R. (1994). Adopt a strategic approach to human resources management. Health Workforce Management, 20, 27-30.O'Donnell, D., & Garavan, T. N. (1997). Viewpoint: Linking training policy and practice to organizational goals. Journal of European Industrial Training, 21, 301-309.