Contrast between generalist and HR specialist. Human resources generalists are more organizationally oriented, they are in favor of organization and promotion rather than the deepening of knowledge (Cesare and Thornton, 1993). ). It is also argued that, "in direct contrast, generalists: 1. possess a macro orientation characterized more by breadth of knowledge than by depth, 2. are more loyal to the organization that employs them than to a group professional, and 3. aspire to climb the corporate ladder. hierarchy as it exists. (Cesare and Thornton, 1993). Human resources generalists have a broad ability to perform more than one task without risking becoming obsolete to the organization. Their acumen allows them to engage in the practical aspects of the company's affairs, which enables recognition and promotion. Dany, Guedri, and Hatt cite Ulrich who championed the notion of “honoring human resource generalists as business partners because of their vitality to organizations” (Ulrich, 1996). Human resource generalists are capable of managing human capital and simultaneously developing strategies for business expansion and profitability by coordinating with the hierarchical superiors of the said organizations. Thus, it is strongly argued that "the integration of generalist human resources into strategic management is what actually contributes to business performance, and if the problems of human resource managers are understood to be linked to the activities of the 'organization' (Dany, Guedri, & Hatt, 2008, p. 2098) Human resource specialists are more disciplined within the confines of a single task and perform that task with perfect competence, thereby further increasing their specialization. Cesare and Thornton attribute the following meaning to human resources specialist: “Specialists are defined as those professionals who...... in the middle of an article... concerning specific tasks. Works Cited Cesare, SJ and Thornton, C. (1993). Human resources management and specialist/generalist issues. Journal of Managerial Psychology, 8(3), 31. Retrieved from http://search.proquest.com.proxy1.ncu.edu/docview/215864526?accountid=28180 Dany, F., Guedri, Z. and Hatt, F. (2008). New insights into the link between HRM integration and organizational performance: the moderating role of the distribution of influence 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, TJ (2006), Organizing and Management Work (2nd ed.), Harlow: FT Prentice Hall