Contrasts between generalist and specialist HR. HR generalists are more organizationally oriented, favoring organization and promotion over depth of knowledge, (Cesare and Thornton, 1993 ). It is further argued that, “in direct contrast, generalists: 1. possess a macro orientation characterized more by breadth of knowledge than depth, 2. are more loyal to the organization that employs them than to a professional group, and 3. they aspire to climb the corporate ladder hierarchy as it exists.” (Caesar and Thornton, 1993). HR generalists have a broad ability to perform more than one task without running the risk of becoming obsolete to the organization. Their acumen allows them to engage in the practicalities of corporate affairs that enable recognition and promotion. Dany, Guedri, and Hatt quote Ulrich as advocating the idea of ​​“honoring HR generalists as business partners because of their vitality to organizations” (Ulrich, 1996). HR generalists are able to manage human capital and simultaneously strategize business expansion and profitability while coordinating with line managers in such organizations. Therefore, it is strongly argued that “the generalist integration of human resources with strategic management is what really contributes to corporate performance, and whether the issues of human resources managers are understood in relation to the business of the organization” (Dany, Guedri and Hatt, 2008, p. 2098) HR specialists are more disciplined within the confines of a single task and perform that task with perfect skill, thus increasing specialization. Cesare and Thornton attribute the HR specialist as: “Specialists are defined as those professionals who… at the center of the article… regarding specific tasks. Works Cited Cesare, S. J., & Thornton, C. (1993) . Human resources management and the specialist/generalist issue. Journal of Managerial Psychology, 8(3), 31. Retrieved from http://search.proquest.com.proxy1.ncu.edu/docview/215864526?accountid=28180Dany, F., Guedri, Z., & Hatt, F (2008). New insights into the link between HRM integration and organizational performance: The moderating role of influence distribution between HRM specialists and line managers. International Journal of Human Resource Management, 19(11), 2095-2112. doi:10.1080/09585190802404320Ulrich, D. (1996), Human Resource Champions, Boston, MA: Harvard Business School PressWatson, T.J. (2006), Work Organization and Management (2nd ed.), Harlow: FT Prentice Hall