Sally is an HR employee for her company. She is primarily interested in serving only in an organizational role where she focuses on creating HR policies and procedures. What is the limitation Sally may subject herself to, if she focuses only on the organizational role?

By focusing exclusively on the organizational role of creating policies and procedures, an HR professional operates primarily in an administrative or functional capacity. This narrow focus limits their involvement in higher-level, forward-looking activities. Strategic planning and managing organizational change require a broader perspective that integrates HR with the overall business strategy. While policy creation is important, it is a reactive or maintenance function. A strategic role, by contrast, is proactive and involves shaping the future direction of the organization, which Sally would be excluded from.

A. This is the opposite of the limitation; a purely administrative focus would exclude her from strategic planning efforts.
C. This describes the scope of her work, not the limitation. The limitation is what she is unable to do by staying within this scope.
D. Promoting employee performance is a broad goal. While policies can influence it, her impact is not solely limited to this one area.

1. Ulrich, D. (1997). Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Harvard Business School Press. In Ulrich's influential model, Sally is operating as an "Administrative Expert." This role is distinct from the "Strategic Partner" and "Change Agent" roles, which are directly involved in strategic planning and change efforts (Chapter 2, pp. 23-47).

2. Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human Resource Management: Gaining a Competitive Advantage (10th ed.). McGraw-Hill Education. Chapter 2, "Strategic Human Resource Management," discusses the shift from administrative to strategic roles, noting that a purely administrative focus prevents HR from contributing to business strategy and change initiatives (pp. 58-61).