OK so i wrote...
The mean reason for an organisations existence is to ensure that they meet specifically planned strategic and operational (short&long term) goals and objectives. Objectives at a corporate level can be defined as a desired outcome that an organisation wishes to achieve through various means, such as employing highly skilled workers, training and thorough induction programs aimed at acquainting and familiarising employees with the organisation and its practises, performance appraisal and flexible and motivating work practises. The above-mentioned ways in which an organisation can achieve set strategic (corporate) objectives are known as strategies: these are various processes which are undertaken in order to successfully reach a desired outcome or goal. A human resources manager is apart of the upper management team and is in charge of training, developing and maintaining employees in an organisation; coordinating all the activities above. Also, human resource management in a broader sense is defined as the effective management of the formal relationship between employer and employee. It is the role of a human resource manager to plan future human resource needs. These may consist of recruitment and selection methods and processes used to employ highly skilled, trained and experienced employees to operate at competitively productive levels. Examples of recruitment methods involve external and internal searches using noticeboards, employment agencies, or internet-based advertising. This, with the aid of background checks, interviews and shortlisting, will allow for the best employee to be obtained to work productively in a means to achieve set objectives. Human resource managers role's also consist of organising - arranging resources and tasks to achieve objectives. The resources used by HRM throughout the organising process specifically aim at utilising employee skills and allocating specific jobs for them to undertake. Through the means of determining work activities , classifying and grouping activities, assigning work and delegating authority, a HRM is able to tailor organisational practises to meet all aspects of corporate objectives. An exam of this may be the arrangement of new engineering graduates to work in teams to adequately tackle or innovate preexisting mining practises through new, contemporary ideas.
Leadership and leading by influence also comes into play when referring to the roles of a HRM, to which is demonstrated to all employees. Leading is the process of influencing or motivating people to work towards the achievement of personal and organisational objectives. In order to maintain staff satisfaction, motivation levels and uphold the symbols within a corporate culture shared amongst members of an orgnisation, a HRM should lead by influence to demonstrate amongst employees the levels of high standard of performance that is expected within the org.
In saying that, leading also involves acting upon employees with high work ethic through rewards. An example of this may be that a car salesman has sold a dozen cars in a week, and a reward may be increasing his commission rate, simultaneously increasing motivation levels and employee satisfaction.
The final role of a HRM involves the role of controlling. This basically is the process of evaluating performance and taking corrective action to ensure that the set objectives are being achieved. Evaluating work performance in a workplace is vital as majority of employees thrive on constructive criticism which allows them to recognise their weak and strong points associated with tasks involved in employment. These may be involved and used amongst an accountant who can secure home loans with ease over the internet, but tends to struggle with communicating with clients, therefore it is in the best interest of the employee to be notified of this, and readily, as a result, ensure that properly maintained staff are trained, and workplace practises achieve standards which are established in line with those associated with achieving organisation objectives.
sorry for it being so long, but yeah 
hope i helped
Hmm... a little bit messy! Have clearer paragraphs and make sure that each paragraph has a key point.
Remember that you have to discuss three major things in this 10 mark response:
1. HR managers' roles - recruiting, managing, terminating, etc.
2. HR objectives - eg. 'best practice', graduate programs, recruiting the best.
3. HR strategies/processes - job advertisements, observable symbols of culture, etc.
You need to continually draw the link between objectives, roles and strategies throughout the response. Can't remember if this is the question in the BM exam where you look at the class example/case, but if it's not, it would be wise to bring in some contemporary examples to break away from all the dull and boring theory. As an idea:
Example: AppleApple HR managers' role: Apple's HR managers are energetic, lively and dressed in casual clothes in job interviews. Role is to ask questions, make evaluations, draw discussion from the group, discuss the role and company.
Apple HR objectives: Looking for people with creativity and a strong customer-focused mindset. Recruiting from a diverse pool of applicants and choosing only the best. Sell the company and talk about how different and innovative it is, make potential candidates desperate to work there.
Apple HR strategies/processes: Apple does a number of 'cool' things in their interview process, for example. Like I said before, the HR staff are dressed in casual clothing. Applicants are told to come in jeans in their invitation emails. Upon entering the room, the staff turn on some music and cheer/clap as everyone enters. Behavioural question is asked in a smaller group of 4 people, and you answer a question after swiping the iPhone's question database. Then, you can explain how Apple's corporate culture as a fun, exciting and innovative company infiltrates and is mirrored in everything it does, including HR. Draw the link between culture and HR. Main aim is for Apple to filter out who is bewildered or uncomfortable in this kind of culture (anyone who doesn't cheer along, for example, probably isn't the best fit) and to show off the company. Always good to draw a quick link to broader parts of the company and other theories if you can. Eg like I did here - culture intrinsically linked to HR strategies. A more formalised, strict and set-in-its-ways company is unlikely to adopt such HR strategies. We can assume that Apple's objectives and HR roles are what I said before, since they've got what is called a 'transformational' metaphor.
Hope this makes sense and helps you to draw the link between what a HR manager is doing, why they're doing it and how they're doing it. Your response will need to be better structured in terms of paragraphs, and remember to allude to all 3 parts.
POLC can be incorporated into anything regarding what hr and ops managers undertake, well thats i what i usually do
Hmm... not too sure about this post above. Personally, for a HR question, you would discuss the 3 main arms - recruiting, maintaining, terminating (employment). Not the POLC management roles... BUT that isn't to say that you can't draw a link between HR strategies and leading, for example.
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