How the Workforce is Changing As the world experiences rapid changes in diverse fields, the workforce is consequently experiencing changes as it tries to comply with these changes. In an organisation setting, change is inevitable despite how trivial that change might appear. Recent technological developments and advancements have led to the workforce to adapt to the changing trends. Inevitably, employers are also faced with the daunting task of identifying these changes and fashioning coping strategies to ensure optimization of their workforce. Traditionally, companies required fewer numbers of employees with specific technical skills as compared to today’s industry. In line with this, the number of employees with specific technical skills has increased in an almost exponential trend (Spinks and Moore 2007, 27). The demand for specialised competencies has increased and is expected to increase. In a recent research by the Society for Human Resource Management, the number of jobs demanding employees with specific competencies has increased by 51% over the last decade (SHRM Research 2012, 3). Job requiring employees with higher education qualifications has increased by 46% over the past decade with increase in employee diversification increasing by 45% (SHRM Research 2012, 3). Apparently, there are fewer entry-level jobs with a recorded reduction in these positions by approximately 31% (SHRM Research 2012, 3). It is thus undeniable that staff size is at an all-time high. Companies are investing heavily on their employees. The workforce dynamics is changing across industries. An evaluation of industrial demand for higher education level employee shows that the health sector demands approximately 54% more employees in this category ... ... middle of paper ... .... 6th ed. USA: Wiley. SHRM Research. 2012. “SHRM Survey Findings: Changing Employee Skills and Education Requirements.” SHRM and Achieve, October 3. Spinks, Nora and Celia Moore. 2007. "The Changing Workforce, Workplace and Nature of Work: Implications for Health Human Resource Management." Nursing Leadership 20 (3): 26-41. Tucker, J. S., G. Parry, E. Draper, L. McKee, and D. Ska ̇tun. 2009. The Impact of Changing Workforce Patterns in UK Paediatric Intensive Care Services on Staff Practice and patient Outcomes. United Kingdom: Queen’s Printer and Controller. Ware, James, and Charles Grantham. 2003. "The Future of Work: Changing Patterns of Workforce Management and their Impact on the Workplace." Journal of Facilities Management 2 (2): 142-159. Wilson, F. M. 2004. Organizational Behaviour and Work: A Critical Introduction. 2nd ed. New York: Oxford University Press.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
"What Works: Healing the Healthcare Staffing Shortage." Modern Healthcare 37.29 (July 2007). ABI/INFORM. ProQuest. Ithaca Coll. Lib., Ithaca, NY. 2 Dec. 2007
Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR: Professional in human resources certification study guide (4th ed.). Indianapolis, IN: Wiley Publishing, Inc. ISBN-13: 9781118289174
One of the problems that faces most health care facilities are being able to recruit and retain their nurses. Nursing shortage and turnover are a complex issue that is affecting healthcare delivery. Nurses form the majority in healthcare and mostly direct caregivers, its deficit poses a dangerous effect on the care of the sick and the disabled. Curbing the nursing shortage and turnover is important for facilities to hire and train their leaders and managers. A good leader or manager should be creative, effective, committed, initiative, motivated, and can handle stress (Huber,
Langton, Nancy, Stephen Robbins, and Timothy Judge.Organizational Behaviour: Concepts, Controversies, Applications. Fifth Canadian Edition. Toronto: Pearson Canada, 2009. 141, 574-84. Print.
Herman, Catherine. "U.S. Unprepared for Impact of Aging Population on Health Workforce According to UAlbany Center for Health Workforce Studies." University at Albany. N.p., 5 Apr. 2006. Web.
The main themes addressed in this article are the generational changes within the workforce, the advancements in the economy that are affecting the workplaces and the changes in the work ethic of employees.
Spinks, N., & Moore, C. (2007). Nursing Leadership. The Changing Workforce, Workplace and Nature of Work: Implications for Health Human Resource Management, 20(3), 26-41.
The Web. 6 Apr. 2012. The. Gueutal, Hal G., and Dianna L. Stone (eds.). "Chapter 9 - The Next Decade of HR—Trends, Technologies, and Recommendations".
Modern day organizations have to constantly change to meet the demands of customers. Workers have to change with the organizations to be able to perform new functions and complete new sophisticated tasks.
Reed, S. M. & Bogardus, A. M. (2012). PHR/SPHR Professional in human resources certification study guide. (4th ed.). Indianapolis, IN: John Wiley & Sons.
It was once a common belief that if employees worked hard, showed up on time and followed the rules that they would be guaranteed a job for life. However, over the last decade there have been changes in the workplace. There are two main causes for this change. The changes in the work place in the twenty-first century are being caused by advancements in technology and expansions in globalization through the Internet.
Shannon, B.J. "New Research Reveals 7 Trends Disrupting Today's Workplace." -- SEATTLE, Dec. 11, 2013 /PRNewswire-iReach/ --. PRnewswire, 11 Dec. 2013. Web. 20 Apr. 2014. .
Robbins et al. (2011, p. 186), states ‘Change is an organizational reality and affects every part of a manager’s job’. Today’s wave of change primarily created by economic condition so change is now such a constant feature of organization life (Goodman, E. 2011, p.243). Organizations need to be changed at one point or another in structure, technology or people. These changes are defined as organizational change (Robbins et al. 2011, p.18). Organizational change is important because changes can increase effectiveness and efficiency, the innovation of products, services as well as dealing with changes in external and internal forces (Goodman, E. 2011, p.243). However, ‘the bottom line is that organizational change is difficult because management systems are design and people are rewarded for stability’ (Lawler, E.E. & Worley, C.G. 2006, p.11).
But still there is a vast skill gap that causes a mismatch between industry needs and institutional output. India being a nation with a high percentage of youth nearly 35% are between the age group of 15 to 21 who after completing their graduation are in a position to enter into a job market. But due to the lack of skills that are required for an industry many people out of that lot fail to enter the job market (Murugaia S. 2014) Employers recognize that “soft” skill development is essential for their employees. These skills are difficult to teach to employees once they are on the job. Therefore, they should be learned through development opportunities such as higher education (Arensdorf,Jill